Source | LinkedIn : By Vaidyanathan R
Here is our updated version 2.o (based on our previous article version 1.0 can be found below).
Dear fellow readers & experts,
I would like to personally thank and appreciate for your valuable views, comments, feedback and suggestions for my earlier post (ver. 1.0) on “8 stages of Learning and Development (L&D)”.
The vibrant L&D, HR, Talent management, OD, Leadership coaches through LinkedIn community / groups contributed several pointers. Naturally I had an opportunity to improve and enhance as “ver 2.o” article. I am happy to share this with you all again.
But this time I would like to call this article as “Customizable” stages of L&D (learning and Development) and industry best practices for an org. From technology stand pointto a larger extend the implementation of these stages can be managed bringing in the configurability by software design.The missing things (or) so called can not be automated (for sure) needs consulting approach with experts filling the gap.
Although one model does not fit for all org, hope this customizable L&D stages will be useful with flexible options combined with experience based real time best practices shared by L&D practitioners and experts.
Besides, for a solution to human capital the human element is a must! Having said that the L&D consultant as a strategist naturally to start with a need analysis. Because, “What” part is difficult to arrive then “How” part, I feel.
Further study, research combined with the key pointers/practices suggested became drivers for ver 2.0;
- Culture It is not just the skills & competencies but culture is a critical part. The culture can be knowledge, belief, morals, law, custom, capabilities, habits, social domain etc. It could even be an agility (from OD or transformation stand point). In merger & acquisitions culture alignment between both orgs. are always given high priorities by CXOs to make its intent success!
- Skill matrix is added in 2nd stage.
- Emotional Intelligence (or emotional quotient) and Intelligence quotient in 2nd stage as more scope is added for assessments based on needs. Again it is a very big subject by itself and has long legacy.
- 70:20:10 Learning model. The 3Es here are 70% Experiential L&D, 20% Exposure by social L&D and 10% through Education (formal) L&D.
- Learning Management System seems to be not favored by many for various reasons (need deeper analysis).
- Over all face to face / blended as structured training programs are suggested in replies to my post as against the e-Learning. Of course one need not debate here as you decide what is best and you know which works for you (based on org requirements, suitability for millennials or job function or given budget etc).
- Recognition badges based on the credentials as an outcome of online test/quiz etc. It is also essential to link these with the employee’s profile and performance data. Especially in 9 Box grids in performance management when we plot performance Vs potential these linking will help in connecting dots.
- In Skills2Talent (our cloud software platform for integrated talent management – Hire to ROI) we did a decent job of showing 3 different dimensions in 9 Box grids, such as 1) performance vs potential, 2) objectives Vs behavioral and 3) attrition risk Vs loss of attrition. Of course it is subjective (by managers) and I could see more improvement scope here in our future cloud software versions.