Learning and Development (L&D) teams are undervalued, seen as “order takers” rather than strategic partners. How can this be changed?
This perception limits their ability to drive meaningful change and contribute to organisational success.
L&D professionals face challenges such as misaligned goals, inadequate feedback, and misconceptions about their role.
Leaders often underestimate the complexity of learning processes and the importance of aligning initiatives with business outcomes.
By addressing these issues, L&D teams can transform frustrations into opportunities, demonstrating and delivering real value within the organisation that they operate in.
Why do Learning and Development (L&D) professionals still struggle to earn a “seat at the table”?
Despite decades of effort, many L&D teams are still seen as “order takers”, responding to training requests with minimal input on strategy or evaluation.
Requests also come in with short deadlines, little information and little time to deliver or review the request.
This perception undermines the true potential of L&D, which is to act as a strategic partner that drives organisational success.
Supporting Data:
- Misconceptions in Leadership: A study by Deloitte found that 56% of business leaders undervalue L&D’s strategic role, viewing it primarily as a training service. (Deloitte Human Capital Trends Report, 2023)
- Impact of Learning Science: Organisations applying evidence-based methods like spaced repetition saw a 30% increase in knowledge retention over traditional approaches. (Association for Talent Development)
- Misaligned Metrics: Research shows that 76% of L&D teams measure success through completion rates rather than business impact metrics, such as behavioural change or ROI. (Training Industry Magazine)
- Professional Development Gaps: 42% of L&D professionals feel their teams lack up-to-date skills in learning science and digital tools, hindering innovation. (LinkedIn Workplace Learning Report, 2024)
- Embedding Learning at Work: Companies that integrate learning into daily workflows report a 24% improvement in employee engagement. (Harvard Business Review)
In this insight, we’ll explore the frustrations L&D teams face, the misconceptions that limit their impact, and strategies to transform these challenges into opportunities for sustainable competitive advantage.
Understanding the Problem: Why L&D Teams Face Challenges
L&D professionals frequently voice their frustrations about how their role is perceived and supported.
One common pain point is the misconception that L&D exists solely to deliver training. According to Scott Hewitt, “L&D leaders still don’t think strategically and don’t get the rest of the business involved—CIOs, CFOs. L&D works too often on its own.”
Teams are also frustrated by the “order taker” mentality, where they are handed urgent training requests without the opportunity to conduct needs assessments or evaluations. This reactive approach limits their ability to drive meaningful outcomes.
Additionally, feedback loops from stakeholders often lack depth, making it difficult for L&D teams to improve learning outcomes. Leadership frequently expects them to solve problems that extend beyond training, such as management or resourcing issues.
Exploring the Disconnect: Leadership Misconceptions About L&D
Many leaders misunderstand the complexity and strategic value of L&D.
They often assume that training is straightforward, overlooking the intricate processes involved in content design, applying learning science, and supporting employees post-training.
Another misconception is that subject matter experts automatically make effective trainers. This assumption ignores the skills required to facilitate learning and engage participants.
Human intuition about learning can also be flawed. Leaders may rely on intuitive methods that seem effective but fail to deliver measurable results.
Finally, leadership often prioritises attendance and satisfaction scores over actionable metrics like behaviour change or knowledge retention.
This focus on surface-level data undermines the true impact of learning initiatives.
Solutions in Action: How L&D Teams Can Prove Their Value
L&D teams can shift perceptions by taking strategic steps to demonstrate their value.
A key strategy is to focus on long-term impact rather than short-term training delivery. This means fostering continuous learning and behaviour change.
Using research-backed methods, such as retrieval practice, spaced repetition, and context alignment, can significantly improve learning outcomes.
Evaluation methods should also evolve. Frameworks like the Learning Transfer Model (LTM) help measure not just participation but also knowledge retention and real-world application.
Collaboration with leadership is essential to ensure that L&D initiatives align with organisational goals. As Scott Hewitt notes, “They need to align with organisational goals and get a greater understanding of what the organisation actually needs. Presenting data-driven insights and connecting L&D efforts to metrics that matter is crucial.”
The Competitive Edge: Unlocking Strategic Advantages
L&D teams have a unique opportunity to create competitive advantages by adopting innovative practices.
Integrating learning science into training can enhance its effectiveness. Techniques such as performance nudges, growth mindset triggers, and tailored feedback ensure that learning is impactful.
Embedding learning into daily workflows, using tools like pre-mortems and after-action reviews, makes it a seamless part of employees’ routines. This approach improves engagement and reinforces learning.
Inclusive learning programs are another way to add value. By ensuring all employees feel engaged and valued, organisations can improve retention and performance.
Additionally, embedding core values such as creativity and innovation into learning initiatives strengthens organisational culture.
Empowering L&D Teams for Sustainable Success
L&D teams must take proactive steps:
- Invest in Professional Development: Keep teams up to date with advances in learning science and performance evaluation.
- Engage Leadership: Use tools like competitive advantage audits to demonstrate how L&D contributes to organisational goals.
- Prioritise Innovation: Create a culture that encourages experimentation, learning from mistakes, and continuous improvement.
- Focus on Collaboration: Work closely with managers and stakeholders to align training with broader business strategies.
Scott Hewitt highlights the importance of simplifying data challenges. “L&D professionals often try to become experts in everything. At the moment there is a desire for people to become data analysts by people who don’t fully understand data. There’s also a risk companies overspend on huge systems to display data without understanding what they need to measure.”
He advises keeping things simple: “Focus on a few key metrics and do these well at the start. Get buy-in and focus on key business goals. Use a basic dashboard; build it in Google Sheets. It’s easy to build, amend, display, and share.”
Call to Action: Taking the First Step
It’s time for L&D professionals to reclaim their role as strategic partners.
By focusing on long-term learning, leveraging research-backed methods, and aligning initiatives with organisational goals, L&D teams can demonstrate their value and earn that coveted seat at the table.
What steps will you take today to empower your L&D team and drive a sustainable competitive advantage?
Questions
- What is the strategic value of training and development?
Training and development enhance employee performance, align skills with business goals, and foster innovation. Strategic L&D can improve retention, productivity, and competitive advantage, directly contributing to organisational success. - How does L&D add value to an organisation?
L&D drives value by developing skills, improving employee engagement, and aligning training with strategic goals. It supports innovation, builds leadership pipelines, and ensures teams are prepared for future challenges. - What is the strategic role of L&D?
The strategic role of L&D is to act as a partner in achieving organisational objectives. This includes identifying skill gaps, designing impactful learning solutions, and measuring outcomes that align with business priorities. - How can training and development support an organisation’s strategic goals?
Training and development support strategic goals by addressing skill gaps, fostering leadership, and embedding core values. When aligned with organisational priorities, L&D improves performance, innovation, and adaptability in a changing environment.
