KNOLSKAPE unveils research on the State of L&D in India, APAC and UAE

Bengaluru India, Wednesday, October 10, 2018: KNOLSKAPE, an end-to-end learning and assessment platform for accelerated employee development unveiled their State of L&D research- “Bridging the Outcome Gap” for India, APAC and UAE. The L&D research asserts that L&D efforts are strategic to achieve business objectives and there is a need to gauge the outcome of L&D activations. The study was conducted by way of survey with over fifty L&D heads, senior talent development professionals and HR directors in India, APAC and the UAE covering 18 industries.

The full report can be accessed here: http://knol.ly/learning-study  Key highlights from the report:In sync with the changing face of L&D efforts, the research aligns the responses to the following key L&D attributes-●       Learning strategy & leadership buy-in●       Link to performance goals●       L&D team capabilities●       Learning methodology & ROI measurementKey takeaways for Learning Strategy and Leadership buy in   -●       The intent to align learning need to business requirements was gauged on four key parameters-o   Firm strategyo   Mission and Visiono   Sync with annual planning cycleo   Changes to external environmentWhile 70% of L&D and talent leaders may ensure alignment of their L&D plan with firm strategy, mission and vision; only 65% of leaders believe their learning strategy is agile and adaptive to changes in the external environment. 72% of respondents feel confident that learning programs in their organization will help fulfil the mission and vision of their firm.●       L&D is not always viewed as a strategic priorityThe Training Need Analysis (TNA) process involves identifying, listing and prioritizing the learning needs of employees in any given organization. It is imperative that the business objectives are aligned with TNA in the planning phase itself. 86% of respondents agree that when the Training Need Analysis (TNA) is crafted, inputs of key business stakeholders are taken into consideration. Only 65% of respondents believe that leaders in their firm understand how training delivers intended business outcomes and just 56% agree that the L&D function is viewed as a strategic arm of their organization and not merely a cost-centre.There is a need to map L&D efforts with performance KPIs59% of leaders feel that learning interventions at their organization help employees fulfil their current KPIs.62% of respondents encourage employees to take up stretch projects and assignments to get them future ready.L&D teams need to be empowered by business nuancesL&D professionals need to be equipped and trained in business nuances which can help them align business objectives with training needs of an organization. The learning and business objectives gap is further highlighted through the following assertions-

52% of respondents believe the L&D team can describe at least three competitors to their business and state their competitive advantage.

 

44% Of respondents feel the L&D team can state the financial performance of their company and how this has altered over the past three years.

 

Only 40% Of respondents feel the L&D team has done a SWOT analysis of their business model.

 

 

The need to measure L&D ROI- 

● According to the 70-2-10 model of learning, 70% of learning happens on the job, 20% through interactions with others and 10% through formal learning and education. Respondents in the survey seem to recognize this reality and up to 65% professionals agree to utilizing the 70-20-10 approach to learning. Additionally,

●Up to 60% of formal learning in organizations is facilitated through class room learning or web-ex.

Only 17% of respondents utilize up to level 4 (results) of Kirkpatrick’s model for learning impact assessment. Developed by Dr. Donald Kirkpatrick in the 1950s, the Kirkpatrick model for learning evaluation measures impact at four levels: Level 1 (Reaction), Level 2 (Learning), Level 3 (Behaviour) and Level 4 (Results). 

Encapsulating the study, Rajiv Jayaraman, CEO and Co-founder KNOLSKAPE said “Bridging the Outcome Gap is our attempt to underline the need to bring L&D efforts to the forefront. L&D is core to drive business growth and align employee efforts with their expected performance KPIs. L&D teams need to be empowered with the flexibility to devise programs in sync with the ever changing external environment and digital disruptions. Mapping L&D ROI is imperative to help L&D efforts achieve their full potential.”


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