Leadership Development: An important agenda for a CEO.
Among the varying HR priorities of fast growing organizations, it is not unheard of for the Learning and Development program to lose focus.
In the developing markets, talent capital plays a significant role over technology or financial capital in the growth of an organization. Consequently, organizations agree to invest a substantial amount of their turnover in development of their people. More often than not, much of the investment and effort that organizations spend on learning is focused on the wrong things.
In the recent past, the importance of alignment in learning and development to an organization’s vision is receiving immense attention. There is consensus that it is imperative that learning interventions are linked to the organization’s Big Hairy Audacious Goals (BHAG) in order to develop the leadership and talent pipeline.
he word learning, which has largely replaced training in the corporate glossary, means “knowledge for its own sake.” To balance this with the impetus to serve the organization’s, business goals and justify its existence, corporate learning needs should be based on what works.
In many large corporations, the responsibility for deciding what, when, and how to learn is not in the hands of the employees. The Why is not clearly understood or addressed. In my view, this approach won’t address the talent anagram. The focus must be on meaningful and continuous development through a right mix of conventional-unconventional & formal-informal sessions than just on the learning.
Learning & Development leaders should shoulder the burden of developing the company’s talent capital and support strategic goals. It is important for the Learning and Development as a department to remain relevant & align the learning architecture of an organization to that of the vision. CEOs and top executives also have a crucial role to play here. To begin with, hence it is important to coach the senior executives on the importance of succession planning and talent pipeline.
Very frequently, we hear the CEOs say “our people are the most valuable assets“. If that is the case, CEOs should have direct inputs into the employee training & development plan. This includes contributing to and driving a learning culture that promotes formal and informal learning interventions.
Focusing on the company’s leadership talent and an investment in the high potentials must be on the priority list of a CEO. The good news is that I see many senior executives are interested in making this happen. Setting the right foundation for the organization’s talent pipeline requires personal commitment from a CEO. This has certainly made a huge difference for us to envision RateGain as a learning organization.
NOTE: Sourced by different platform and self-knowledge..