In the learning & development industry, the phrase "a seat at the table" gets thrown around a lot. There is no shortage of handwringing about why the learning organization is so often shut out of the planning and decision-making process, no lack of frustration that L&D is undervalued and unappreciated by other business units.
Learning leaders who are truly viewed as valued partners by the C-suite are the exception, not the rule.
So why doesn't the rest of the organization see the learning function as serious business partners? Why aren't more learning leaders being invited to take their rightful seat at the strategic table?
In the December issue of Chief Learning Officer magazine, Caveo Learning CEO Jeff Carpenter answers those questions, but his conclusion is sure to ruffle some feathers: L&D has not been a good business partner to date, and therefore doesn't yet deserve a seat at the table.Now before you light that torch, put your pitchfork down and hear him out. Yes, the learning function is absolutely critical to organizational success. But L&D largely isn't viewed as a valuable business partner because it just hasn't acted like one. Learning leaders often want to talk about soft metrics like employee engagement and satisfaction, and while these are important, they're not what ultimately matters. As Carpenter colorfully explains:
"While we all would love to see employees skipping down the cubicle aisles and walking their unicorns to a drum circle to sing the corporate jingle... they're the wrong metrics. Leadership wants 'end' metrics, not 'means' metrics."
Instead, learning leaders need to focus on aligning with the business to identify exactly how to use the levers of learning to drive revenue and market penetration. He offers four steps for L&D to "change the conversation" to be more business-relevant.
- Step back and assess the learning function's reputation and operational processes.
- Understand the language of business and how to consult with other business units.
- Talk less and listen more.
- Focus on business metrics, not learning KPIs.
The harsh truth is that the learning & development industry needs to do things differently if it really wants to be viewed as a serious business partner capable of delivering consistent business value.
Read Carpenter's essay, "We Don't Deserve a Seat at the Table," in the December issue of Chief Learning Officer.
Topics: Learning Strategy