benchmarking
L&D’s SatNav
Caroline Walmsley discusses how learning diagnostics determine your organisational capabilities and shape their advance.
O starting from? The skills and knowledge that your workers are educated and equipped to
deploy are the true drivers of value in your organisation. Everything starts and ends with what goes on in their heads: from the working practices and techniques they use to work faster and cut overheads, to their skill and flair for using the tools that craft your core product. Everything your organisation is able to do flows from their heads and, to be blunt, most of it stays there*. (*OK, there is the tacit knowledge held within your organisational infrastructure to consider too, of course, but that is structured to make sense to you already – your internal systems aren’t – or shouldn’t be – the closed shop your employees’ personal knowledge and skills are!)
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rganisational learning is always a voyage of discovery. Understanding where your destination is – and what success will look like when you get there – is essential. But when commencing the journey, how do you know where you’re
Let’s be blunt again: if you take the 70:20:10 framework as an approximate model for how learning and development occurs in today’s organisation – and it’s becoming more and more rare to find people who don’t subscribe to its reasonably accurate version of daily reality – fully 90% of what learning and development (L&D) does disappears into a black hole. Repeat that: 90% of what we do provides no verifiable impact on the wider organisation. Unquantified. Unverified. Unaccountable. L&D’s perennial concern has been that it doesn’t get listened to at the top table and is unable to proactively influence executive strategy. It doesn’t seem to make sense, especially in the mature economies and knowledge sectors, where learning and working are fast becoming the same thing. But think of it this way: if 90% of any other function’s output was all off-book
it would have been rationalised out of existence shortly after Mr Ford picked the colour of the Model T. Getting that 90% figure down should be the top priority of any L&D practitioner who cares about adding real value to their organisation and raising the bar for the profession.
e.learning age september 2015
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