According to the Chartered Institute of Personnel and Development’s (CIPD) 2011 Learning and Talent Development Survey 43% of respondents placed organisational development/change management activities as a key priority for Learning & Development (L&D) specialists this year: an increase of 7% on 2010 and 21% on 2009.
But what are the key factors driving the upward trend for organisational development/change skills, and how must L&D specialists now evolve to help organisations address skills gaps in this area?
Operating in a changing world
Perhaps the CIPD survey’s findings aren’t such a surprise. After all, we’re living in exceptional times, which demand exceptional skill-sets from our business leaders.
The change of UK Government in 2010 – at a time of economic sensitivity – has not only shaken up the public sector, it has sent a tidal wave of challenges through the wider business world. From talk of recession, austerity and caution to plans for growth, enterprise and development: business leaders today need to be more dynamic than ever before.
As Dr John McGurk, Adviser, Learning and Talent Development at the CIPD commented HR Magazine: “We are operating in a unique environment of public sector cuts and restructuring and with a private sector looking to re-emerge from the worst recession in a decade. Both of these challenges will require workforces that are change-ready and future-focused, equipped with the necessary skills to drive change in the long term.”
Embracing technological change
In most business planning cycles a recession and Government change would be challenge enough. Today business leaders are also faced with the seemingly unstoppable pace of technology.
Greater access to broadband, convergence of voice and data communications and the explosion of mobile devices are all driving the way organisations transmit and receive business intelligence. Technology now influences where, when and how employees and customers interact with an organisation.
Business leaders today must embrace the benefits of this technological advancement to engage and motivate an increasingly mobile workforce and to implement operational and customer service strategies to capitalise on growth opportunities. The IBM Global Chief Executive Officer Study 2010 provides some useful insights in this area.
The role of the L&D specialist
So how should L&D specialists now evolve to help organisations manage and embrace change?
The CIPD Learning and Talent Development Survey states: ‘The most commonly anticipated major change affecting learning and development over the next two years is a greater integration between coaching, organisational development and performance management to drive organisational change (47% of 600 organisations).’
On the path to developing transformational leaders the L&D specialist will need to link learning and talent with business transformation. They must deliver more value than ever before. Key activities will be to focus on driving value from talent management and leadership development, getting organisational value from coaching and mentoring and promoting collaboration and knowledge sharing.
Measurability will continue to be vital too, as cost-conscious organisations seek L&D specialists who can truly evaluate the impact of learning and talent development interventions.
To Conclude …
In conclusion it seems clear, that in a financially fragile climate where resources restrict – or the market cannot offer – the option to buy-in transformational leaders, successful L&D specialists will be those who add value by enabling organisations to ‘grow-their-own’.
