Learning and Development and HR professionals are not superheroes. They must be imbued with the power to deliver individualised development and performance improvement to every staff member.

Those tasked with professional development in business can only aim to create an environment for employees to learn. Then, they can philosophically echo the mantra, “I can lead the horse to water,” and acknowledge the reality of their limitations.

Even if you are super talented and can promote strong engagement and participation, there is a high chance you won’t change behaviours. The delivery of knowledge and demonstration of skills does not automatically lead to the application of this new behaviour.

The answer to this has been written about at length. Stop making learning a special event and encourage people to learn in the flow of work.

Here’s the problem with this solution:

  1. People still believe that learning is something you do when the work stops.
  2. People don’t know how to learn.
  3. People need to be held accountable for learning and have their efforts validated.

So, even though the answer to learning as you work is the right one, it won’t happen unless structures and systems are established. As already noted, L&D and HR can’t always be there to validate and hold employees accountable. If only there were a technically proficient professional on hand each day to help guide the performance of every employee.

Hang on.

There is a technically proficient professional on hand. You probably helped promote them. They are the manager of the team. Their job is to ensure the people’s performance, productivity, and effectiveness in their direct reports.

What if L&D took responsibility for turning this manager into someone who could help others learn? Empowering the manager to hold coaching conversations that encourage a growth mindset in employees, offering accountability and validation where needed, and encouraging the curiosity that meant they progressed in their careers.

Why aren’t we training every manager to be an effective coach and devolving responsibility to them to design a learning plan with their teams?

Potential excuses:

  • My managers don’t have time, as they are busy doing their everyday job.
  • My managers see it as my responsibility to deliver learning.
  • My managers are poorly equipped to have the conversations this requires.
  • My managers do not know what their people need to learn to be successful in the future.

Counter punches:

  • By improving their team’s performance, your managers should be able to delegate more effectively.
  • Your managers will only be brilliant at managing if they see this as helping their people get better at their jobs.
  • If unable to have the required conversation, you are failing to prepare the manager for the difficult conversations demanded by their role.
  • The role of L & D is to empower the managers to know what direction the team should go.

In short, L&D cannot evolve the superpowers needed to improve everyone. Empower managers to do their job by showing them how to coach better productivity and performance.

About the Author

As the Head of Learning at Entelechy Academy, Rachael Smith is responsible for designing and delivering the most evolved educational experience for those committed to lifelong learning. With a Master’s degree in education and over 19 years of experience in the field, she has a deep understanding of the best practices, challenges, and opportunities for learners of all ages and backgrounds. Rachael’s mission is to empower lifelong learners with the skills, knowledge, and confidence they need to thrive in the 21st century.