Launching Blunders in New Learning and Development Initiatives: Identifying and Overcoming Six Regular Errors
Launching Blunders in New Learning and Development Initiatives: Identifying and Overcoming Six Regular Errors
Omer Glass serves as the Co-Founder and CEO at Growthspace.
Working closely with numerous global CHROs and L&D leaders, I've witnessed the struggles they face when rolling out new initiatives. Despite their best intentions, many of these projects fail to meet expectations. Typically, this is due to leaders being under constant pressure to produce tangible results in a rapidly changing business setting, and small setbacks can derail well-structured plans.
Drawing from my experiences, I've identified six key blunders that could make or break your L&D endeavors, along with strategies to circumvent them:
1. Overemphasizing the Program Instead of Outcomes
Frequently, L&D leaders sink too much time into fine-tuning the program structure, neglecting the business outcomes their initiatives should generate. A study by the 2023 Brandon Hall Group revealed that around 40% of these professionals often overlook how their training contributes to individual and organizational performance.
Avoiding this Mistake: Establish objectives from the outset. Collaborate with other business leaders to establish specific, measurable goals for your initiatives, such as boosting productivity or employee retention. Also, ensure every aspect of the program is purposefully designed towards attaining these objectives, not just learning objectives.
2. Launching Without Executive Support
Programs that lack high-level backing struggle to gain traction. A survey by BetterManager discovered that 42% of respondents reported that leadership development programs positively impacted revenue. At Growthspace, we encourage our HR customers to enlist an executive sponsor for every program they run with us, typically a vice president or even a C-level executive. This shift in perception transforms the program from being just another HR matter to a vital business initiative.
Avoiding this Mistake: Secure executive backing by aligning the program with their specific needs and pain points. For instance, if a C-level executive from one of our clients expressed concern about inadequate feedback from managers to their employees, we tailored a program around this issue, with the specific executive inaugurating the program by explaining the significance of the matter. Engagement skyrocketed as a result.
3. Lacking Customized Learning Paths
A one-size-fits-all learning approach fails to address individual skill gaps and preferences. When learning programs aren't personalized, engagement and productivity suffer. A LinkedIn study indicated that 56% of employees would invest more time in learning if the content suited their career objectives. Furthermore, insufficient development leads to employee disengagement, potentially harming morale and overall job satisfaction.
Avoiding this Mistake: Offer personalized learning paths based on an employee's role, skills, and aspirations. Consider integrating data-driven solutions to ensure trainings address learners' specific needs.
4. Undervaluing Managers' Role
Manager involvement is crucial for employees to apply their newly gained skills in the workplace. Gallup revealed that managers contribute at least 70% to the variation in employee engagement. These people leaders are essential for reinforcing new skills and behaviors.
Avoiding this Mistake: Train managers to serve as mentors, not just supervisors. Encourage them to collaborate with their teams to identify skill gaps and chart progress. Actively involving managers in the process can enhance skill retention and overall program success.
5. Neglecting to Measure Impact
Without tracking L&D programs' impact, organizations struggle to justify their investments. According to LinkedIn's 2024 Learning Report, only 16% of L&D professionals assess success by examining how employees' new skills influence business outcomes.
Avoiding this Mistake: Use both qualitative and quantitative indicators to measure success. This encompasses pre- and post-program evaluations, learner engagement, and tracking essential performance metrics that tie back to business objectives.
6. Ignoring Skill Application
Learning without applying it is often unsuccessful. Research shows that people forget 70% of what they learn within 24 hours if they don't apply it. The Ebbinghaus Forgetting Curve underscores the significance of reinforcement and real-world practice.
Avoiding this Mistake: Develop learning programs that integrate practical scenarios and encourage on-the-job application. Offer opportunities for employees to apply their newly acquired skills in everyday activities, and periodically monitor their use to ensure these skills are being effectively utilized.
Conclusion
By eliminating these six prevalent pitfalls, L&D leaders can initiate programs that engage employees and yield measurable business outcomes. By focusing on outcomes, personalization, and real-world application, you can achieve even greater success within your learning initiatives.
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Incorporating personalized learning paths into your initiatives, as suggested in point 3, could greatly benefit from using Omer Glass's expertise at Growthspace. By working closely with Omer, you can create tailored learning paths that meet the unique needs and aspirations of each employee, resulting in increased engagement and productivity.
Moreover, involving Omer in your planning stages could ensure that your programs align with your organization's specific needs and pain points, making it easier to secure executive support and gain traction within your company. In line with point 2, having an executive sponsor such as Omer would transform your L&D endeavors into a vital business initiative, boosting its likelihood of success.