Learning and Development Must Adapt to Cope With the Evolution of Organizational Learning, Claims Hemsley Fraser

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Learning has become a key catalyst for, and an enabler of, change. It should be seen as a Board-driven priority, as it is a major factor that can contribute to an organization’s success.

Washington, DC (PRWEB) August 15, 2013

‘Learning is Changing’ highlights the fundamental changes that have occurred in the design, implementation, commissioning and sponsoring of organizational learning. It examines the impact of the changing nature of learning on individual learners, L&D teams, procurement officers and IT departments, and details the implications for business leaders and organizations.

According to the paper, learning has become more immediate, more experiential and more ‘social’ over the past ten years. It is now shaped by the learner, accessed in shorter blocks of time and more directly connected to work applications. The impact of technology not only means that learning is available ‘anytime, anywhere, on demand’, it also enables learners to connect and collaborate in online networks.

“The fact that learning is changing has important implications for organizations,” said Wendy Brooks, Director of Global Solutions at Hemsley Fraser and author of the new paper. “Learning has become a key catalyst for, and an enabler of, change. It should be seen as a Board-driven priority, as it is a major factor that can contribute to an organization’s success. Leadership learning, in particular, is now an essential strategic imperative for organizations. The changing landscape of learning also means that new working practices are required for L&D, procurement and IT teams.”

According to the paper, L&D teams need to drive the vision for learning in organizations and develop the commercial and creative skills to assimilate and communicate the results.

“The changing expectations of learners have created a tension between how people want to learn and how organizations typically provide development,” said Wendy Brooks. “L&D teams should respond by exploring the new ways in which learning can be accessed and delivered. L&D must evolve to become an architect of orchestrated learning as well as a content curator who can enable easy access to the right content. In many cases, this will involve a significant shift in how the L&D function sees its own expertise.”

The paper recommends that IT departments need to adapt, to support access to information and knowledge sharing in organizations. It also argues that procurement teams need a new perspective of what they are trying to buy and why, when it comes to learning.

“The procurement of learning needs to move from standardized day rates to a more sophisticated understanding of the impact and value that is delivered through learning,” said Wendy Brooks. “Essentially, organizations need a more strategic approach to supply chain management when buying from learning providers.”

According to the paper, those organizations that understand and respond to the way that learning is changing will reap the benefits of improved employee engagement, talent management and retention as well as reduced recruitment costs.

“In today’s turbulent global economy, any organization that wants to remain competitive, agile and differentiated must ensure that learning is kept front and center of its activity,” said Wendy Brooks.

‘Learning is Changing’ is available on Hemsley Fraser’s website: http://www.hemsleyfraser.com . For further information, please call Hemsley Fraser on 888-559-0074.

Background notes: Founded in 1991, Hemsley Fraser is a market leading provider of in-company and customized learning programs, consulting services, open training courses and managed learning services. Recently ranked for the fourth consecutive year as one of the world’s top 20 providers of leadership training, it delivers learning in 50 countries. Since 2008, it has been part of the Demos Group, a global provider of learning and development.

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