Reimagining the Role of Learning & Development

The transformation of the L&D function is challenging as it requires continuous improvements for improved results. Making an effective utilization of data and research that is accessible to the L&D function helps in formulating strategies that help in the development of the workforce.


Forward-moving organizations understand the significance of learning. Over the past decade, they are constantly transforming due to the present market dynamics. The long-stay of the pandemic, rising complexities in business communities, and competitive landscape calls for employee reskilling and learning. There is a paradigm shift to creating a knowledge-based business, driven by technology, which is one of the most crucial factors that lead to the sustained success of an organization.

The global business world is moving at a fast pace. With advancements in technology, the nature of work and culture is transforming. So, the organizations understand that the workforce needs reskilling while being adaptive to the present market trends. This results in an elevated role of the Learning and Development function to work in sync with business and team leaders for a better learning experience for employees.

Learning is the key to leveling up. However, many organizations feel that L & D function struggles to understand business needs. What’s the best possible way to effectively use the L & D function? It needs to be integrated with core talent and business processes to lead through learning transformation and reap the maximum benefit out of it

Understanding the role of L & D

Primarily, the development of people is the utmost priority of the L&D function. Traditionally, learning was used to boost productivity within the organization to provide value. However today, it contributes to employability, attracts, and retains talent. The major reason being the workers can take charge of their personal and professional growth. It provides opportunities for people to stay in the company while developing their capabilities.

The development and growth of talent is an ongoing process. Since knowledge requires a continuous up-gradation, regular investment needs to be made in human capital to bring relevant experiences and value. Once an organization starts investing in the development of leaders, it builds value-based culture at work. Furthermore, intensive learning programs result in employee satisfaction as it helps in developing new competencies and serve with opportunities to grow.

The learning function typically works well when it assesses the needs of the business by realigning resources.To add significant value to the organization, the L&D function works with the experts of experience design, multichannel delivery, curation, and analytics. Focusing on building people’s capabilities, the role of L&D proves to support the effective implementation of business strategy.

The strategic transition of the L&D function

The transformation of L&D is imperative for organizational growth. It depends upon certain factors and requires strong coordination with business leaders and talent managers. The involvement of such leaders helps in aligning the L&D function with strategic business goals and provides a long-term vision to its commitment.

With the innovative application of technologies, organizations can adopt new work models. Its transformation still requires a complete cycle of 12 to 24 months basis the complexities involved, speed, desired efficiency, and result. The following groundwork is thoroughly required to attain the results:

Setting a clear vision

A vision is a foundation for creating a unified set of business values and driving a high-value culture. The L&D function delivers better results when they are aligned with specific goals. Such goals need to be ambitious to help understand the potential of learning practices. Further,to create a value-based business, the organization’s leaders must help the team in setting up strategic goals so that the learning stays anchored to the estimated results.

Assessing the learning function’s capabilities

Every organization needs to work on the assessments of learning capabilities. Additionally, the willingness of learning to bring change at the work is also significant to determine the appropriate priorities. Apart from relying on key metrics, the assessment should also be based on the feedback from end-users, leaders, learning professionals, and understanding how quickly it can create a positive impact on business.

Designing an agile operating model

The development of an agile operating model depends upon a clear understanding of the starting point. It helps in planning the structure of L&D function, processes and capabilities, budget allocation, and taking appropriate initiatives in the right direction. Furthermore, it helps in large-scale reskilling of the workforce, especially when the organization is undergoing digital transformation.

The transformation of the L&D function is challenging as it requires continuous improvements for improved results. Making an effective utilization of data and research that is accessible to the L&D function helps in formulating strategies that help in the development of the workforce. With changes in external and internal business environments, the L&D strategies and functions need to be redefined, especially when the talent is key to sustained business success.

Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house

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L&D Function learning & development Yogita Tulsiani


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