Lewana Dailey, MHR’s Post

Director Workforce Development, Organizational Development/Talent Management Expert, L&D Expert, ICF Certified Coach, Empowering Others to Operate in their Full Potential, Author

5mo

I had to share this common cycle of events. What are your thoughts?

Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers

5mo

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!

5 Comments

Scott Cooksey, CSP®

Strategizes with business professionals to reinvent your business and unlock human potential to stay consistently #InPositionToWin!

5mo

I laugh because it’s the truth…and yelling doesn’t help. 😆

3 Reactions

Lori Ann Roth, Ph.D., CPTD, DTM

Self-Awareness Trainer and Coach, Author

5mo

I love working with leaders who "get it". They know that L&D is so important to their employees. They champion the cause! They lead and empower their people. They invest in their workforce.

Alesia W.

Paralegal Professional

5mo

This happens a lot! There should be more accountability for managers to ensure time is made for development. It is important to keep the company client-centered and ensure they are providing the best quality of service!

3 Reactions

Lorinda Schrammel

Experienced Talent Development Leader

5mo

Sounds about right!

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Meliza Mohamad
5mo Edited
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L&D leaders - who's been in such a situation? 🙋♀️ Managers always ask for training thinking that it is the solution. But it is NOT the only solution for problems faced! Find that root cause. Is it motivation? Is it attitude? Is it the process? Looking for the root cause of the problem would prevent the possibility of the problem occuring again. Could it be a compensation and benefits issue? Could it be a personal problem happening at home? Could it be that the process is taking too long that the customers have to wait? Perhaps the resolution is to relook at the C&B packages, or having a conversation to see how we can help with the personal problem, or making the process more efficient. Training is not the one all solution. Training can help if there is a gap in skills and knowledge. Other interventions must come into play if this is not the root cause. Just a thought...
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Caroline Tough
5mo
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Ongoing staff training and development is essential for personal and business growth, but it needs to be relevant to the learners business tasks. Gone are the days of training for the sake of “box ticking”, no one has the time, needs or funds this this! As a training provider for over 30 years, sometimes we hear that a supervisor or manager has ‘agreed’ to the training, but when it comes to encourageing or actually ‘releasing’ critical staff members, the wheels fall off! Work is critical, of course, however releasing staff to attend well designed, relevant and task specific development sessions is worth so much more than managing without a team member for a short period of time! And most critically, the final step in achieving long term retention and application of the new knowledge is…that is when the staff member returns from training full of new ideas and motivation, they should be encouraged to ‘try’ out the news skills, discuss and share it with their team members and critically, the manager/supervisor needs to support and encourage the trainee for the impact to be positive and sustained. When this proactive ‘cycle’ is applied, staff development will be beneficial, money and time well spent, and long term application guaranteed! A win-win for all!!
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Sudeepto Mukherjee

Managing Partner MEvolution Inc.
5mo
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When a movie hits a box office, it is because, people get pulled by various factors such as the story, cinematography, direction, star cast so on. Further viewers find it value for money as it satisfies their need for entertainment. I believe a L&D intervention is very similar to that. If we ensure that learners benefit from the intervention, they would be more keen to attend than being pushed for it. How can we generate a pull strategy? Few things which has worked for us are as given below. Please feel free to go on adding more: 1. Ensure Learning Objectives align to the learners need 2. Skill comes from practice. In workshops, learners gain knowledge. Practice means repetition and this happens ideally in work places. Buddies, Mentor or coaches help Learners to overcome obstacles while they try to address them through their newly acquired Knowledge. 3. Organize Skill Clinics for Critical skills from time to time 4. Orientation session for the learners at least a week before a training intervention helps to set expectations for the program and address WIIFM for learners. 5. Leader Kickoff at the start of the session helps 6. Gamification 7. Reach out to learners 3 months post the,session to check what helped and what didn't. Encourage learners to share both success stories as failure stories.
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Jothi Jayaraman

Training and Curriculum Development - L&D
5mo
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Exactly is the scenario in the workplace.
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Mounika Mokana

Empathy-led Mental health professional and Psychology-Fuelled counsellor and Master trainer dedicated to the pursuit of personal and workplace wellbeing.
5mo
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It's funny how often what we say and what we do don’t quite match up. We might talk a lot about the importance of honesty, integrity, openness to feedback, etc. but our actions can tell a different story. For instance, someone can preach about the value of integrity all day, but if people look closely at their actions, they might see something else entirely. It’s easy to get caught up in words, but what truly matters is how we prioritize and live out those values. Actions speak louder, and they reveal our true priorities. Just a little reminder for all of us: let's make sure our actions align with our beliefs. It's a tough journey, but worth it! #actions #values #life #work #truth
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Youmna Abosen

Learning And Development Manager
5mo
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True story 😅 As it’s been almost 3 years for me now in the field of learning and development. The best solution is to seek stakeholders intrest (employees and managers) By linking training outcomes with the department’s objectives and personal development objectives. Think strategically, be proactive, engage your participants in planning, designing and implementing stages.
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Vaishnavi Balasubramanian

Sales Enablement I Training Delivery I Customer Success Training I Content Development | Employee On boarding | Publishing
5mo
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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
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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GODFRIED FRED OYIADZO

Senior Sales and Marketing Executive, Project Accountant | MSc Accounting and Finance Part 2 Student Member
5mo
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How many Employers are happy to get their employees trained or advance in career
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Daniella Hanley

Learning & Development Professional 💡 Follow & Connect for all things L&D 🧠 Leadership 🚀 Coaching & Mentoring ❤️ Sharing Ideas 💬 Chatter 🗣️ Short Videos 📹 Infographics 🎨
5mo
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This is where during a training needs analysis you need to look at the current state of the wider business and what is going to be realistic and achievable for staff to "attend" or complete! I think there will always be a place for dedicated in-person group training for certain subject matters, but the way the world and businesses are going, training & development "in the flow of work" is becoming more of a necessity! As well as motivating and encouraging all to take some responsibility for their own learning as well! Hopefully from those measures, the learning culture will start to grow and become more positive, and group training will have more of a positive turnout for future sessions!
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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Roger Sim

Learning & Development Strategist | MTD | DACE | ACTA
5mo
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So true right? Then again, learning at the workplace is not only limited to courses, actually we learn most of our work on the job. Thus it is important to structure workplace learning, to provide functional learning as we do.
Paulus Aditya Hernawan

L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
5mo

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!
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