Sales Enablement I Training Delivery I Customer Success Training I Content Development | Employee On boarding | Publishing
It’s a love-hate relationship between managers and L&D teams. While everyone agrees on the importance of continuous learning and development, the reality often looks like this. Balancing day-to-day responsibilities with training commitments is a challenge many of us face. How do you navigate this in your organization? #LearningAndDevelopment #Training #EmployeeEngagement #WorkplaceChallenges
L&D Practitioner | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
