{"id":8938,"date":"2019-05-10T10:56:30","date_gmt":"2019-05-10T08:56:30","guid":{"rendered":"http:\/\/newinsights.oeb.global\/?p=8938"},"modified":"2022-01-20T11:53:35","modified_gmt":"2022-01-20T09:53:35","slug":"the-changed-and-changing-role-of-ld-functions","status":"publish","type":"post","link":"https:\/\/oeb.global\/oeb-insights\/the-changed-and-changing-role-of-ld-functions\/","title":{"rendered":"The Changed and Changing Role of L&D Functions"},"content":{"rendered":"\n
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From intervention delivery to performance support and growth enablement<\/strong>

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Changing times require an adaptive way of enabling people to perform. Unfortunately today\u2019s way of developing people focus on talent management, leadership development and legally required upskilling. Performance Support and Growth Enablement has rather a mean aside. What is HR\u2019s function besides administrative tasks? Human resources considers humans as production factors. As such it is HR\u2019s task to create the conditions in which humans can deliver what they are thought for and to give them things back which create a balanced relationship between giving and taking.

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We develop leaders and support talents. We hope that leaders support their employees in doing stuff and foster talents to deliver an even more potent performance. It remains a hope. Cross your heart: Are you as a leader capable to develop your employees? Did anybody helped you developing this skills as a leader? Did anybody assessed those skills during your recruiting? Leading people is not just about delegating personal development to HR. You\u2019re in charge of recognizing needs, shaping how to cover them and supporting the development.

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In former times development tasks were usually delegated. Unfortunately there is each time a gap between needing, developing, applying and sustaining. Blending learning with phases of leadership involvement theoretically works, practically it doesn\u2019t as development is not integrated enough in the process of work. What may work for big steps of development anyhow doesn\u2019t for the majority of knowledge and skill needs. Those too often and increasingly rapid change so that it is obvious that traditional ways of developing people to make them fit for future on the long run doesn\u2019t work.

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If it is not possible to develop people strategically as we did it in the past topic wise, accompanying them by creating an environment which contains space, time and skills to self-develop leads to success.

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Knowledge and expertise is too often hidden, fragmented or not accessible. Aggregating sources, gathering expertise and enabling access spreads internal wisdom and saves time by proactively searching, qualifying, transforming and curating what\u2019s already there.

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The bigger a company is the more probable it is that expertise already exists. Identifying this expertise and connecting people to communities to support each other and to exchange boost knowledge and skills.

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Increasing knowledge and skills foster competencies. This evolution leads towards change. Unmanaged change may lead to loosing direction or at least doesn\u2019t support the companies\u2019 strategy. So personal development is closely connected with change management.

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Supporting performance and enabling growth doesn\u2019t happen without communication. Cultural change needs communication as well and is at the same time the channel through which we get in touch with our internal customers. I\u2019m even claiming that the right communication reduces development needs.

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Disrupting People Development is for me exchanging it by Performance Support and Growth Enablement. Focus is creating conditions which support performance and growth in all moments of need by the 5 Cs:
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