1.    Budgetary, resource and L&D capability constraints

L&D teams are used to dealing with a variety of constraints. Current challenges highlighted in the conversations were: 

• The need for end-to-end L&D capability – from a learning design focus to also including upfront consulting and downstream impact and data analytics.
• Budgets are a mixed picture with regional differences, but they remain common targets for cuts. 
• Frequent mergers or acquisitions are stretching resources, adding to uncertainty and slowing down the ability to be agile and work at pace. 
• There is a growing hunger for more and more data, attempting to prove value and show impact. 

Practical ideas / top tips included: 

• Create a rhythm of reporting (e.g. quarterly) to ease the burden and manage expectations.
• Shift from pseudo ROI data to ROE evidence – making use of qualitative quotes, best practice examples, pre-agreed business indicators.
• Ensure boundaries are clear for central / regional / BU decisions – to help meet business specific needs quickly (e.g. UK specific regulatory learning).

2.    How to drive engagement with learners & stakeholders

Time to learn is L&D’s #1 competitor. How can learning gain traction with the people who really need it, when they need it. Stakeholders (e.g. HR colleagues or senior leaders) can also have a particular agenda – like encouraging people back into the office – but what if this isn’t the best format for the learning? Here are ten practical things people are trying to drive engagement:

1. Provide learning at the point of need – adults learn ‘just in time learning’.
2. Leverage FOMO – encouraging people to share what they are doing / achieving to encourage others to get curious and involved.
3. Make it part of the operational/strategic agenda – so it’s not separate, try not even calling it learning, embed in operational channels. 
4. Boost visibility and transparency – like leaderboards (roof legends!), best completion rates, storytelling. Produce a quarterly newsletter e.g. for people managers to ensure they are up to date and equipped to develop their teams.
5. Run an ‘improve yourself as a person’ campaign - with non-work specific learning to create a buzz and encourage learning to learn.
6. Work with ‘influencers’ or ‘celebrities’ (including internal) that are respected, and relatable. 
7. Buddy up with wellbeing – which is often well funded and can overlap with learning. Find ways to partner with these activities for mutual benefit. 
8. Develop learner profiles / personas – to better target messaging and solutions.
9. Align learning with culture development needs – e.g. 360 feedback for all people leaders as part of a move to boost a feedback culture.  
10. Fresh, targeted and layered messages – varying channels and media. For video, get your key message across in 29 seconds or less (even if the video is longer). Don’t just send central messages and hope they work everywhere. Target specific groups, be specific about the groups it’s relevant for and in what way.

3.    Adapting to tech advancements

L&D teams (like all teams) are adapting to tech advancements in different ways, but few are taking a strategic approach. The US seem to be further along in terms of adoption (than UK). The US is more focused on learning personalisation, simulations & translations, whereas in the UK it's mostly being used for content creation & curation. Our Hemsley point of view (POV) on tech advancements is:

In the room, several people highlighted the challenge of navigating the next big thing and reinforced the belief that AI should be the question rather than the answer. How can it help achieve what we need – e.g. greater learner accessibility for neurodiverse colleagues – not distract us in a false direction.  

Human capabilities

Finally, we discussed a current piece of insight work we are doing to identify the key human skills and capabilities and share how we can power them to the next level. More to come. 

People with strong human skills can form deeper connections with colleagues and customers. This ultimately serves as a strong foundation for positive workplace performance… and are crucial for a more adaptive, inclusive and digital future (Harvard Business School)