L&D is very much linked into a specialism function within HR, however, it is increasingly becoming something of a standalone - referred to independently from HR which usually depends on the nature of the organisation in question e.g. IT, business management etc.
Unfortunately, to add to the specialism, organisations also have different interpretations via job descriptions have different roles and responsibilities attached to it. E.g for some, it the overseeing of the training department (delivery, design and supervision of course handouts, database supervision etc.) While for others it is more of a technical job role neatly knitted with project management (e.g. designing elearning for training modules, devising effective onboarding strategies, staff training/upskilling, structuring of a solid and justifiable L&D project etc.) ... the list goes on.
Professional individuals
have tackled its meaning where what L&D has been aligned to have been investigated to a greater degree e.g. David James, Donald H. Taylor etc. Surely, it is not to hard to find someone in L&D who has not experienced the no no question " So what do you do?" people find it hard to clarify as to what exactly the L&D job role consists of or its various branches. Surely, if one were a doctor it would not be expected that you cover all specialities, would you? you are either a general practitioner, chiropractitioner, pediatrician and the list goes on.
So what is wrong with the L&D practice?
Well, that is the million dollar question. We would like to hear what you think is wrong with the practice in terms of how organisations can be better informed, including effective strategies that can best equip the HR function to help facilitate the dissemination of such much needed re-education.
Alternatively, you can drop us a line at: info@ecservices-global.com
