Aligning corporate learning with strategy

• Autores: Shlomo Ben-Hur, Bernard Jaworski, David Gray
• Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 57, Nº 1, 2015, págs. 53-59
• Idioma: inglés
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• Resumen

  • Much of the investment and effort that organizations spend on learning is focused on the wrong things. Breakthrough advances will only be possible when learning is linked to business goals. The emphasis should be on strategic alignment of learning rather than on how learning is delivered. To justify its existence, corporate learning needs to serve the organization's stated goals and should be based on what works. If corporate learning and development is to remain relevant, learning leaders must shoulder the burden of developing the company's talent capabilities and supporting strategic priorities. Some corporate learning executives are beginning to take a more strategic view of their businesses and a proactive stance on the role of learning and development in delivering value, matching the corporate learning agenda with the demands of talent development and business goals. Some of these learning executives practices, which can serve as a model for implementing a corporate learning strategy, are described. Companies should be cautious about making wholesale changes to learning portfolios and organizational structures. Radical changes in training curricula can cause major disruptions.