The changing of job roles

Part 2

As part of the first series of 'Shaping the Future of L&D', we've gathered the latest insights and research into the changing of job roles within the L&D industry.

We interviewed the following thought leaders to gather their opinions on the changing landscape.

Chris Blackburn, Head of Learning and Development at Carbon60

Edmund Monk, CEO at the Learning and Performance Institute

Robert Wagner, Commercial Director at DPG

Research and Insights

Preparing for new roles that don't exist yet

Now that we have data, we need to think about the skills, knowledge and competencies to support people with the skills they need before we give them the job. 75% of long-term job success depends on mastering and developing soft skills.

The holistic role of learning professionals

The role of the learning professional has become far more holistic; spanning multiple disciplines and areas of expertise. This is more than changes in job titles, it’s a change in approach from the short-term delivery of classroom courses to the longer-term view of skills development and the cultivation of emerging leaders.

Upskilling into multi skilled, hybrid roles

Learning leaders need to adopt the role of a ‘performance engineer’ who look holistically at business objectives, relationships, systems, technology and culture and how they fit together, rather than just providing products.

Increase in a remote and distant workforce

Managing and upskilling employees who work in remote locations requires the application of specific strategies and tactics. A few things to consider are, Time Zones and Tech Tools such as communicating to people in different locations.

Chris Blackburn

Key points

  • Businesses need to support managers to be good leaders. They should be encouraged to gain the right experiences and skills required to be great at leading. 
  • L&D teams need to prove their ROI to survive. They need to demonstrate the business impact rather than just adhering to compliance.
“Learning and Development teams will survive by proving their ROI”
  • L&D professionals should take the responsibility of exploring ways they can upskill themselves.
  • Businesses should utilise the Apprenticeship Levy to support their Learning and Development budgets.

Edmund Monk

Key points

  • Learning and Development has seen the biggest transition period within the last 20 years.
  • There needs to be greater investment into the human side of technology implementations to create more effective outcomes.
“The best way to create a learning culture is by getting everyone involved and sharing content"
  • L&D departments need to understand what the business wants. Data is the first thing to consider and is the key to unlocking evidence to prove the impact of learning and development on the business.
  • Lifelong learning is an economic imperative.

Robert Wagner

Key points

  • L&D professionals lack the skills to make a transition from classroom-based learning to digital learning.
  • Traditionally, knowledge was power but now knowledge is free and easily accessible. 
"Keep on developing yourself, your skills and your knowledge"
  • There is no 'one size fits all'. Organisations need to understand what their needs are and develop plans to suit their requirements.
  • L&D departments need to help trainers develop the skills needed to manage a virtual classroom. To survive, trainers need to become good virtual trainers rather than classroom trainers.

As part of our latest series, we spoke to industry leaders about the future of learning and development. Subscribe to our YouTube channel and follow us on LinkedIn and Twitter to be the first to see our latest interviews.

Don't miss out on the other topics already discussed in this series. If you haven't caught up yet watch them here.

Virtual College 2019