3 – L&D roles to support learning at work

In the first post in this series I showed the many different ways that people learn at work, and in the second I talked about the activities involved in supporting all the ways people learn at work. In this third post I want to consider the L&D roles for enabling this, so in the diagram below I’ve plotted them onto the diagram I have been using in the last two posts.

Screen Shot 2016-03-24 at 08.33.25

From this diagram, three broad roles become apparent to support the multitude of activities that were described in my second post.

  • Co-ordinating roles 
    • Coordinating content and campaigns, but also small events for team discussion and innovation as well as large-scale cross-organisational learning and networking events.
  • Facilitating roles
    • Facilitating classroom and online activities but also work team discussions, innovation workshops and cross-organisational communities, as well as larger organisational learning and networking events.
  • Advising roles
    • Personal learning advisors (a) helping managers build a new learning mindset and develop individual potential, (b) helping individuals learn from the daily work and become self-organised and self-managing, and
      (c) helping to address individual learning and performance problems
    • Collaboration consultants (a) helping work teams share their knowledge and experience in order to learn from one another as they do their daily work, and (b) helping to address ad hoc team learning and performance problems

Is your L&D team moving toward coordination, facilitation and advisorial roles?

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Jane Hart

Founder at C4LPT
Jane Hart is an independent workplace learning advisor, writer and international speaker. She is the Founder of the Centre for Learning & Performance Technologies. Her recent book Modern Workplace Learning: A Resource Book for L&D is now available, which she supports with a range of online workshops. Find out more about Jane at JaneHart.com.

3 thoughts on “3 – L&D roles to support learning at work

  1. sebastiano cugnata

    Good morning Jane Hart , his work is very interesting . I am a Training Specialist involved in the development of management training systems for italian healthcare organizations : the objective was to increase the value of informal training and the overcoming of the paradigm of course factory . In these projects , it was important to strengthen the training skills (about informal learning management) among all the key managerial positions of the company. The experience as a learning opportunity … not sure of that . Training becomes an organizational issue and not just an urgency of the department of education . What do you think about? Thanks for the very interesting work . Sebastiano

    1. Jane Hart Post author

      Sebastiano, if I understand you correctly, I think training is seen a way of meeting short-term performance objectives, whilst learning is for guaranteeing long-term performance improvement.

  2. Hugh Aitken

    Hi Jane
    I find myself thinking more frequently about the challenge of identifying the relevant elements from your diagram to support learning in the modern day military environment. I’m currently working on a project to identify how we can best support all those involved in training and education across the military spectrum of operations.
    There are a number of areas that are becoming obvious; how do we educate senior management about the changing nature of how learning can be achieved across our distributed environment, how do we ensure that our learner are ready to learn using the tools and techniques available, and how do we measure the effectiveness of the learning given the diversity of delivery modes available?
    These questions are one of the reasons I have signed up for your course next month.

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