Learning & Development (L&D) departments as we know them are at a crossroads. Prof Donald Clark recently stated in his article rightly that L&D is often a 'chariot without a horse': a department without clear direction and impact. If we want L&D to not just survive, but thrive, we need to fundamentally rethink learning in organisations. No longer is it about courses and generic themes, but about direct value creation for employees, customers and the organisation as a whole.
Away from generic pathways
L&D departments tend to focus on topics such as leadership, inclusion, and corporate social responsibility. In themselves, these are important topics, but they often lack connection to the day-to-day needs of employees. The question should not be what 'trendy' themes we can come up with as a department, but: what do employees need to do their jobs better? How can we contribute to better products, happier customers, fewer errors in processes and a safer workplace?
By focusing on the real needs of the organisation, L&D departments can make more impact. It is not about learning for the sake of learning, but learning as a means to better performance. This requires a radical shift in focus, from content-based courses to performance-based support.
AI as a catalyst for change
Clark emphasises the role of technology and AI in this transformation, and I fully agree. Traditional courses have one fundamental weakness: people remember virtually nothing of what they learn if it is not directly applicable. Our brain is simply not built to retain information that has no immediate relevance.
AI can solve this problem by providing employees with exactly what they need, at the moment they need it. Consider an employee who encounters a problem in a production process and immediately finds a solution via AI. This 'just-in-time' learning experience not only improves problem resolution, but also leaves a lasting impression. The emotional engagement with a problem increases the learning effect exponentially. L&D departments that ignore these technological opportunities risk irrelevance.
Strategic alignment as a basis
To add real value, L&D departments need to focus on strategic alignment. This means that learning solutions contribute directly to the organisation's goals. But strategic goals can only be achieved if employees understand what those goals are AND what it takes to achieve them. Involving employees in the design of learning solutions is crucial. Only if the solution matches their daily realities, concerns and needs can it be successful.
Data-driven decisions
AI offers huge opportunities to work data-driven. Collecting and analysing data points can provide insights into patterns, progress and even possible future problems. These insights make it possible to design learning interventions that are not only reactive, but also proactive. At the same time, the human factor remains crucial: people need to determine which data is relevant and how the insights are applied. Technology is a tool, not an end in itself.
At the heart of L&D: employability and value of and for employees
The rapidly changing work environment makes high demands on employees. L&D must therefore focus on ensuring employability: employees must have the skills and knowledge to remain relevant in their jobs. But this goes beyond skills; it is also about giving employees a sense of recognition and value. An employee who feels seen and valued is not only more productive, but also more loyal to the organisation.
The future: L&D as a powerful partner
L&D needs to redefine itself as a department that supports performance, not just facilitates learning. It is about direct value creation, strategic alignment and using technology such as AI to seamlessly integrate learning and working. Only through this fundamental transformation can L&D remain relevant in a world that is changing faster than ever before.
It is time to replace the carriage without a horse with a car with steering wheel for the user.
