Call us on: +44 (0)1271 337 110

Daniel Pullin L&D in 2019: how far have we come?

Can you believe we’re already fast approaching the end of 2019?! It only feels like yesterday that we were making our L&D predictions for the year ahead, while overindulging on mince pies and mulled wine!

L And D In 2019 How Far Have We Come 09 10 19

Since then, we’ve had the usual influx of industry insights and reports telling us everything we need to know about the state of the industry.

So now 2020 is on the horizon, it’s the perfect opportunity to gauge how far L&D has come in 2019, and identify the areas where there’s still work to do.

Below, I delve a little deeper into some of the key themes from some of this year’s biggest reports and offer some reflection.

Managers are crucial

When it comes to endorsing and spreading the word about learning, managers really do play a critical role. The evidence suggests that workers – especially Millennials and Generation Z – are heavily influenced by their line managers: 75% of learners would take a course assigned by their manager.

But we’re struggling to do this effectively.

Why? In short, communication may be playing a major part, both from L&D and the managers themselves.

Towards Maturity’s latest report revealed that L&D aren’t making a strong enough case to get manager buy-in: only 19% of L&D professionals communicate the business benefit of learning to managers.

To frustrate matters even more, when the messages are being sent from managers, they’re simply not reaching enough employees. Just 46% of employees discover learning through talking to managers – to put that into perspective, 61% discover learning via email communications.  

Yet almost three quarters of L&D professionals claim to use managers to promote learning, so this mismatch suggests that something is clearly being lost along the way here.

As managers are such a vital source of learning enthusiasm, the onus is on L&D professionals to address the communication breakdown. Getting your managers on board can produce long-term rewards, creating more motivated teams ready to embrace learning as part of their day-to-day roles. In short, it could make all the difference to your entire learning offering.

Takeaway: we need to create a more compelling case for learning to secure manager support.

Enthusiasm towards learning is high

If there is one thing that excites me most about this year’s research, it’s how much interest there seems to be towards learning among the workforce.

Yet, among employees, there seems to be a growing hunger to take control of learning. Mobile and social opportunities are especially valued by younger generations, who want to learn at their own pace, whenever and wherever they need it.

However, learner engagement is still the number one thing that learning professionals want to improve, which suggests that this enthusiasm isn’t yet translating into engagement.  

This wave of enthusiasm offers you a huge opportunity. With the onset of digital learning, we can deliver immersive learning experiences at the point of need to really hook people in and, in turn, increase engagement.

Takeaway: we need to make sure that learning solutions are more closely tailored to the needs of our learners to get them engaged.

Tech is overwhelming

I still can’t get my head around this stat: organisations are, on average, using 19 different types of tech in their learning. It’s no wonder so many of us feel lost!

And yet the appetite for tech continues to grow: over 70% of respondents to Fosway’s Digital Learning Realities survey are planning to increase their investment in digital learning content over the next twelve months.

It’s as if we’ve heard how important tech is in keeping our workforce up to speed in an age of digital transformation and jumped right in with whatever we can get our hands on. But, as the evidence above suggests, if the outcome isn’t carefully mapped to business capabilities and learner needs, then it won’t be used effectively.

This isn’t to say that we should be afraid of introducing new tech into our learning. Take artificial intelligence, for example. We can’t afford to ignore AI for too much longer, as it’s starting to be used more widely in learning. Whether breaking down lengthy training guides into succinct modules or analysing user behaviour to generate new recommendations, it’s expected to become more mainstream in the coming years. 

But we need to think carefully about what’s manageable for our organisation – in terms of IT infrastructure, number of employees, budget, and of course the return on investment – before diving in. There’s nothing worse than using tech just for the sake of it, when a simpler solution could be just as effective.

Takeaway: we need to think carefully about the business need for tech before deciding what’s most appropriate.

Data and analytics are still a challenge  

I can’t talk about L&D trends in 2019 without mentioning data! I would even go as far as saying that it’s the hot topic in the industry at the moment; Donald Taylor has described 2019 as the ‘year of data’.

Of all the trends I’ve picked out here, data is the one that causes most concern. Once again, the signs are there that we know how important it is, but we’re struggling to use it effectively.

Measuring learning outcomes, impact and success is L&D’s main priority area for improvement in 2019, but more than a quarter of teams don’t know how to get started. Perhaps this explains why many simply don’t measure impact at all.

Whether it’s knowing what exactly to measure or how to measure it, we’re falling a long way short of where we should be. To truly demonstrate the worth of L&D to the wider business, and secure stakeholder buy-in, it’s critical that we can start to provide clear evidence of how learning is adding value at individual, team and organisational level.

So we need to take a step back before jumping in with measuring learning impact, understanding the bigger picture to ask ‘what can L&D teams do now to identify and address business needs, to ensure they are delivering long-term value?’.

Until we can do this confidently, we risk missing out on future investment opportunities.

Takeaway: we need to get to grips with data and see the bigger picture to become more valued business partners.

The verdict

Taking all of this evidence together, I’m feeling cautiously optimistic about the road ahead for L&D.

The overwhelming trend, to me, is one of right intentions not quite achieving the right outcomes. In other words, we’re getting closer to where we want to be, but need to iron out some of the kinks before we get there.

To overcome this, L&D professionals must be confident and resilient, willing to experiment, and ready to form new partnerships with the rest of the business.

This will help to spread enthusiasm for learning organisation-wide, and go a long way towards establishing L&D as a pivotal part of the business during these uncertain times.

To discover how to create a successful L&D strategy for your organisation, have a look at our whitepaper 'Building a successful L&D strategy'.

Download learning strategy whitepaper

Daniel Photoedit

Daniel Pullin, Marketing Executive, Bray Leino Learning

A creative content writer with an analytical eye, Daniel enjoys immersing himself in the world of L&D as it navigates a rapidly changing digital landscape. 

Follow Bray Leino Learning

Copyright © 2019 Bray Leino Learning

Tagged in:

Other posts you may be interested in

/Kerry Pascall How to improve learning transfer: 3 simple tips

Wednesday November 06, 2019

When designing any learning solution, it can be easy to get bogged down in the ‘what’ - finding the latest shiny tool to deliver the learning. But we shouldn’t forget that, to be effective, learning must be memorable and useful, ready to be applied on the job. Here are three ideas to encourage better knowledge transfer in your learning.

Read More

/Kerry Pascall Why reskilling and upskilling are essential for L&D in 2019

Wednesday October 30, 2019

According to a recent World Economic Forum report, more than half of employees will require significant reskilling and upskilling in just three years. So, it’s up to L&D to seize the initiative by working with stakeholders on programmes and initiatives that will equip employees with the skills they need to master their rapidly changing roles.

Read More