Learning & Development Consultant Job Description

Learning to be a better architect

You are letting down the whole profession when you act as an order taker instead of a consultant. You are doing the same thing every time you deliver or develop content. You are doing more damage by promoting a discredited theory, you are also endangering the whole profession by making it look like a quackery and a new age romantics.

An architect is an example. How could they function without keeping up with the latest building techniques, legislation, materials, and developments? Imagine a dentist who didn't know about the latest treatments.

They would be out of a profession because they would soon be unable to provide a good service. The idea of a dentist or architect being technophobic seems ridiculous, but with learning professionals it is the norm. It takes as long as it takes to become a skilled professional in other fields, as it does to become a learning consultant.

What is Your Own Learning and Development?

What does taking responsibility for your own learning and development mean? It means that you accept the fact that your learning and development is up to you, and no one else, and that you take action that reality. You should not expect your employer or boss to make it happen for you.

It is up to you to be proactive about your own learning and development. Your development comes down to what you do with your opportunities and abilities. People who take responsibility for their own learning and development tend to learn more from their experiences.

The Organizational Development Consultant

Organizational development consultants help business owners and leaders solve their issues and help the organization run more efficiently and effectively. They try to balance profitability and operational goals with personnel retention through a focus on human capital and organizational psychology. In some cases, organizational development consultants can help with the hiring of candidates.

They may work with HR departments or leaders to create or identify positions that fit into new plans forganizational development change, provide direct input on candidates, and even sit in on interviews. In some cases, the organizational development consultant may be involved in restructuring departments or changing the way they use personnel to increase efficiency. The organizational development consultant helps determine how their clients can best allocate resources and personnel and uses methods to increase cross-functionality and interdepartmental cooperation.

The Role of Learning and Technology in Supporting the Company Culture

L&D executives are tasked with developing and shaping a learning strategy based on the company's business and talent strategies. The learning strategy seeks to support professional development and build capabilities across the company in a cost-effective manner. The learning strategy can help the company culture and encourage employees to live the company's values.

People tend to forget what they have learned without regular reinforcement, even though traditional L&D programs include several days of classroom learning with no follow-up sessions. L&D functions are moving away from stand-alone programs by designing learning journeys that take place over a period of time and include L&D interventions. The main objectives of a learning journey are to help people develop the required new competencies in the most efficient and effective way and to support the transfer of learning to the job.

Traditional impact metrics such as learning-program satisfaction and completion scores are still used by many organizations. High-performing organizations focus on metrics that measure impact on individual performance, employee engagement, team effectiveness, and business-process improvement. L&D leaders must design and implement interventions that support informal learning, including coaching and mentoring, on-the-job instruction, apprenticeships, leadership shadowing, action-based learning, and lunch-and-learn sessions.

Social technologies are helping to connect experts and create and share knowledge. The cloud-based platforms that the learning-technology industry uses give L&D functions unlimited opportunities to plug and unplug systems and access the latest functions without having to go through lengthy and expensive implementations of an on-premises system. L&D leaders must make sure that learning technologies fit into an overall system architecture that includes functions to support the entire talent cycle, including recruitment, onboarding, performance management, L&D, real-time feedback tools, career management, succession planning, and rewards and recognition.

Learning and Development: How to Make the Most of Your E-Learning Experience

It's understandable. Helping to develop high performers is not a simple matter. Their pathway will be scaffolded by formal learning, but the key will be tapping into the rich developmental goldmine of collaborative and Experiential learning.

Learning and Development means breaking out into course factories. It means embracing 70:20:10 principles by designing learning and performance support that is organically drawn from the workspace. Performance hacking can include creating suites of eLearning on a Learning Management System, or populating Sharepoint withcurated content.

Or using a chatbot in a chat room to make product training. Changing the number of points on the indicator and establishing a reward and recognition program to target behavioral change are two possibilities. A recent campaign involved creating a suite of characters and tag lines that will be rolled out to 50,000 people.

The campaign assets included the usual eLearning, videos, toolkits, but also campaign posters and comics that were posted everywhere from the company's collaborative platform to office lifts. The evaluation market has been dominated by four levels of evaluation by Kirkpatrick. It is unfortunate because it is tied to the event based model of training we are trying to downplay.

It is counter to the reality of learning. The happiness of a learner after a training event has been shown to have little correlation to actual learning. Asking which piece of the ecosystems was the most important in the outcome is not smart.