Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+

Personnel Today

Register
Log in
Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+

Career developmentLatest NewsCoaching and mentoringe-learningLearning & development

Is it time to rip up the learning and development rulebook?

by David Williams 8 Sep 2020
by David Williams 8 Sep 2020 Covid-19 has given organisations the opportunity to renew learning and development plans
Shutterstock
Covid-19 has given organisations the opportunity to renew learning and development plans
Shutterstock

Leaders have a unique opportunity to question how things have been done in the past and create new organisational norms. What does this mean for learning and development, asks David Williams? 

The events of 2020 have been unimaginably hard for so many and for so many reasons. Yet, the seismic shifts in working practices seen as a result of the Covid-19 pandemic have arguably catalysed some of the biggest changes we have seen in generations.

Out of the unprecedented stress and havoc of Covid-19, as we begin to see businesses re-emerging, senior leaders are being gifted a unique moment in time to look at ‘the ways things have always been done’ and really question what works and what doesn’t, to establish what a ‘new normal’ means for them and what their organisation (and people) are truly capable of.

Learning and development

Leadership development: Good practice manual 

Government launches free learning for furloughed workers

We talk about organisational agility as the holy grail, but the truth is, many people are inherently uncomfortable with change and reluctant to embrace it, yet we have seen over the course of the year, just how much can be achieved when we are forced to question some often long held ways of working.

Take for instance the changes we saw in March, as businesses, many of whom had been guilty of a culture of presenteeism and fastidiously bound by the notion that remote and flexible working would be the death knell of their organisation, were quickly able to pivot their entire workforces into this precise way of working, almost overnight. This has led to many companies challenging the very notion and validity of the office space at all.

Shifting to a virtual world

In our own work at Impact. we were tasked with successfully shifting entire learning and development programmes from conference centre locations and our famous outdoors facilities, into the virtual world and at pace.

Suddenly, longstanding formats that have seemingly worked fine, are being questioned on ‘how can we make this work for now?’, or even more excitingly, ‘how can we build on this to make it better?’. That’s when we really start to rip up the rule book.

At the heart of any organisation’s success is its people and for that reason we would strongly argue that if ever there was a time to take a look at training and development with a fresh pair of eyes, now is the time to do it.

After all, change is a learning experience itself, so if organisations are to capitalise on the opportunities these times of change present, businesses need to be ready to change the way learning takes place.

Moving away from the traditional

Much like the relic that presenteeism is turning out to be, traditional training and development methods have also been falling short, as historic methodologies have been much too inwardly focused to truly support the individual and therefore, ultimately, the achievement of business objectives.

Previous organisational learning styles have been unfulfilling and often unsuccessful, because they have focused on a static, one-way approach.

To really unlock human potential, we need to focus on learning through the flow of work. To do this, training and development programmes need to be considered with four key factors in mind:

1. Learning is the work 

The pace at which we need to learn is increasing and we need to be able to use new knowledge directly and immediately, not letting knowledge sit getting dusty in a folder somewhere – that is not learning. Learning is now much more socially constructed, tested and applied through a mesh of relationships, collaborations and connections. We need to deploy digital technologies to support the process of integrating and connecting learning with work.

2. Let the learning lead

We must never be led by tools, techniques or fads such as mobile phones, algorithms or virtual reality goggles. We must be led by the learning need and design from there – what is the ultimate goal you want the learning to achieve?

We should then use technology to support the delivery of learning experiences relevant to the work employees are doing now, as well as what they need to do in the future.

3. Context not content

Creating huge libraries of learning content creates different channels to access knowledge, but this doesn’t guarantee learning transfer or the ability for the end user to apply learning to context. Successful programmes must facilitate learning through the flow of work, to ensure real change is achieved by the individual and the business in a meaningful way.

4. Process not platform

Digital technologies haven’t changed the way people learn, they have just provided an additional range of tools to help us learn.

What remains true is that any intentional learning process needs to be designed. We see all too often a “one-size fits all” approach to digital learning. It doesn’t work. A successful approach needs to offer a unique learning experience that is agile enough to adjust and flex.

Sign up to our weekly round-up of HR news and guidance

Receive the Personnel Today Direct e-newsletter every Wednesday

OptOut
This field is for validation purposes and should be left unchanged.

These factors need to be placed at the heart of any decision-making process surrounding training and development, to ensure solutions are both agile and robust enough to be able to support the individual, as well as the wider organisation’s needs.

Change management opportunities on Personnel Today

Browse more Change management jobs

David Williams

David Williams is CEO and founder of Impact

previous post
National living wage could be frozen next year
next post
Planned job losses totalled 300k in June and July

2 comments

Anirudh Singh 24 Sep 2020 - 12:03 pm

Post the pandemic era. the individuals who were responsible for teaching and developing their employees, they themselves will have to check on their own ability and knowledge in this new digital work from home world.

Man management and traditional business norms and practices have become redundant in this covid-19 era. The Trainers themselves need to learn and adapt themselves to the changing demands of the digital WFH environment.

Yes the pandemic was unfortunate, however it has brought in a revolution the professional circuit required for ages.

Tim B. Green 25 Sep 2020 - 8:10 am

Hi David this is brilliant and insightful stuff…

Not just because I have learned and applied this in classrooms from kindergarten to top executives learning English for business, but also because 40 years of failure in my industry provide unequivocal evidence.

The one thing I would add is that facilitators & trainers should be skilled in or trained to change the format and delivery on a dime and be given the autonomy to enact those changes in real-time to maximize learning results.

Yesterday, a group of 6-year-olds taught me a better version of my English game by doing it “wrong”. Since I immediately recognized it worked better with ZERO instructional cost, I went with it and will use it for other young learner classes going forward.

The same has been true in the head offices of a major Japanese corporation, with PhD.’s in R & D for a major Japanese international steel corporation, in fact in EVERY classroom I’ve ever been in.

The dogma in education, training, personal & business success coaching, & product development is a worldwide problem, and COVID-19 may well be the beginning of a cure.

tim #bgreen

P.S. My “website” just points to my LinkedIn profile for now.

Comments are closed.

You may also like

Investing in skills when budgets are tight

12 May 2025

Leading with honest feedback: A responsibility in recruitment

24 Apr 2025

High-level apprenticeship spend doubles in five years

16 Apr 2025

Number of SMEs hiring staff in decline

10 Apr 2025

Gen Z and ‘conscious unbossing’: how can HR...

7 Apr 2025

How to build a commercially-minded workforce

3 Apr 2025

Why the apprenticeship shakeup is good news for...

20 Mar 2025

Scrapping NHS England could affect critical training, warn...

14 Mar 2025

Employee engagement: Growing disconnect between effort and recognition,...

13 Mar 2025

Schneider Electric doubles ex-military green skills scheme

13 Mar 2025

  • 2025 Employee Communications Report PROMOTED | HR and leadership...Read more
  • The Majority of Employees Have Their Eyes on Their Next Move PROMOTED | A staggering 65%...Read more
  • Prioritising performance management: Strategies for success (webinar) WEBINAR | In today’s fast-paced...Read more
  • Self-Leadership: The Key to Successful Organisations PROMOTED | Eletive is helping businesses...Read more
  • Retaining Female Talent: Four Ways to Reduce Workplace Drop Out PROMOTED | International Women’s Day...Read more

Personnel Today Jobs
 

Search Jobs

PERSONNEL TODAY

About us
Contact us
Browse all HR topics
Email newsletters
Content feeds
Cookies policy
Privacy policy
Terms and conditions

JOBS

Personnel Today Jobs
Post a job
Why advertise with us?

EVENTS & PRODUCTS

The Personnel Today Awards
The RAD Awards
Employee Benefits
Forum for Expatriate Management
OHW+
Whatmedia

ADVERTISING & PR

Advertising opportunities
Features list 2025

  • Facebook
  • Twitter
  • Instagram
  • Linkedin


© 2011 - 2025 DVV Media International Ltd

Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+