Why is it important for the improvement of human performance to align learning goals with the organization's business strategy?
Microsoft’s former learning and development (L&D) consultant, Michelle Young, once said that “you can give them all the theory, but unless the team can put it to work, it is not worth doing” (as cited in Conine, 2012). If learning or on the job training does not result in skill acquisition, application, and behavioral changes, then what’s the point of investing in employees’ professional development? In essence, her profound statement highlights the significance of application in the workforce and employees’ ability to demonstrate what they would have learnt. As she clearly stated, a lack of application and use of skills acquired does not make it worth the cost of this L&D investment. Contrastingly, the application and demonstration of their learning can in fact lead to positive outcomes and results for the organization. “High-performing organizations expressed more confidence in their learning function’s ability to meet learning and organizational goals (55 percent) and the company’s ability to measure learning’s effectiveness (60 percent)” (Lykins, 2012, p.18). The alignment of a company’s learning goals with its strategies can also lead to other returns on this L&D investment, many of which Microsoft experienced.
This is quite evident in their Critical Equation Program which added value to employees and in turn helped the company achieve its goals. More particularly, by the end of the program, participants were expected to possess the ability “to build strategy for their specific functions and departments based on the company’s business goals” (Conine, 2012). Essentially, “the company’s 2,500 finance professionals had to understand not just the financial side, but how all of the disciplines come together to run the business and how the decisions made by each can make or break a quarter’s financials” (Conine, 2012). Microsoft’s business finance manager of the Online Services Division in Finance, Barbara Wong achieved these learning goals and shared her success story. She specifically stated that “being a non-finance person in a finance organization, this helped me to understand the importance of why we look at the variances and what I can infer from the financials... Over time, when I master this skill, I can call out the business patterns and be able to tell a better story on what happened and where we can make changes” (Conine, 2012). The design and development of Microsoft’s virtual academy therefore illustrates the importance that the company places on the alignment of learning goals and the business strategies and the positive outcomes that occur in so doing.
Altogether, if firms provide learning experiences for their employees who should be able to use and apply the skills acquired, then these organizations should be able to achieve positive results and returns on their L&D investment in their employees. Lykins (2012) sums up the conversation nicely stating “learning investments should drive the ability to achieve business goals. That requires aligning activity closely with the organization’s strategic business concerns” (p. 18).
In thinking about your current or a past organization you have worked for, how aligned do you feel the learning goals were with the business strategy? Use examples to support your opinion.
I have worked with the Department of Educational Services at SGU which supports students and contributes to their overall success via the development of collaborative learning communities. To ensure that these small group learning communities function effectively and efficiently, DES provides a training program for facilitators. “The objective of conducting this training is to:
Help facilitators make their sessions more efficient and effective.
Anticipate collaborative learning issues and proactively resolve them.
Make sessions enjoyable and creative for all participants” (SGU, 2023).
Overall, I think these objectives align with the institution’s commitment to the development of students’ professionalism and intellectual capacity.
As always, I look forward to your comments.
Krista
MDE student
University of Maryland Global Campus
University of Maryland Global Campus | UMGC
References
Conine, T.E. (2012, October). The value of a virtual academy. Chief Learning Officer, 11 (10): 42-45. Retrieved from https://www.chieflearningofficer.com/2012/10/01/the-value-of-a-virtual-academy/
Lykins, L. (2012, September). Are your learning activities aligned with the business?? Chief Learning Officer. Retrieved from http://www.cedma-europe.org/newsletter%20articles/Clomedia/Are%20Your%20Learning%20Activities%20Aligned%20with%20the%20Business%20%28Sep%2012%29.pdf
St. George’s University. (2023, August 24). Department of Educational Services - St. George's University. SGU. https://www.sgu.edu/student-support-services/department-educational-services/