Aneesha E asked how to get managers to implement Learning and Development plans on time. Very few people offered up an opinion on this question!
The real issue Aneesha faces is not the fulfilment of the learning and development plan, but the achievement of the business result to which the plan contributes. When the learning plan itself becomes the focus, managers get to feel that they are being asked to fulfill a plan in order to have a plan fulfilled. This happens in many subtle ways; for example, by tying a learning and development plan to an arbitrary annual review cycle, rather than to the natural business cycle, or the demands of a particular business initiative.
My experience is that if you’re dealing with a manager who doesn’t see the need to deliver a learning and development plan within a particular timeframe, the problem is either
a) the timeframe makes no sense, or most likely
b) s/he doesn’t see the business benefit in delivering the plan at all.
So I advised Aneesha not to concentrate on pushing the learning plans, but find out what the REAL problem is and address that.
Here’s the original conversation.
What do YOU do think? How do you ensure that learning and development plans are valued for their contribution to your business results?
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