Learning and Organizational Development is an influence function with many stakeholders and one purpose: to enhance employee performance. Fulfillment of this purpose depends on astute needs analysis, responsiveness to changing priorities, and nuanced management of training and related resources.
Achieving superior employee performance also requires collaboration. The learning and organizational development function must meaningfully partner with human resources, line of business operations, sales, and information technology, as well as other groups such as quality assurance and risk management.
Competitive advantage can be established in breakthrough team member accomplishments. Work of high quality, sustaining the company’s ethical standards, depends in part on proper learning and organizational development governance and a consistent focus on assessment with continuous improvement. Technology—e-learning, mobile learning, social networks, learning management systems, wikis, blogs—is valuable, but should not drive the learning and organizational development process. The emphasis remains human capital management, propelled by a clear understanding of business objectives.
A disciplined learning and organizational development executive possesses strong business acumen to ensure a close link between company strategy and development targets. This includes a sound foundation in financial and statistical analysis, operations, marketing, and sales. She also has advanced education and experience in human resources, leadership development, and organization effectiveness to build high-impact partnerships and fully support change management initiatives.