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Tradução para portugues e espanhol (documento em ingles) - Make Learning a Strategic Advantage
Addressing employee skills gaps is a high priority for executives, especially with many employees leaving their current roles as part of the Great Resignation. Workplace learning is a vital initiative to help address these concerns. But it’s not always easy for learning and development (L&D) and technical leaders to draw the connection between always-on employee learning opportunities and tangible business outcomes.



The typical metrics associated with a learning program’s success often focus on usage, which doesn’t really represent the deep impact learning can have on the business. To make a case for learning and position themselves as strategic advisors to the company, learning leaders must articulate how their initiatives tie to significant, organization-wide results.

In this ebook, L&D and tech leaders will learn: 

Which learning-related business outcomes executives care about most.
How to build a learning strategy that delivers clear business outcomes.
Why standard learning metrics aren’t indicative of the impact learning has on organizations.



Make learning a
strategic advantage
Learning has become much more than a perk to add to your
company’s list of employee benefits. Today, workplace learning
is of vital importance, providing a strategic advantage that can
positively affect the bottom line.
But for Learning and Development (L&D) leaders and HR leaders,
it’s not always easy to make this connection.

Many learning
programs use employee participation and engagement to measure
the success of development programs. While important for getting
a sense of employee sentiment towards learning, these metrics
don’t always ladder up to company strategy or key results.
Technical team leaders face similar challenges in proving the
impact of continuous learning for their software developers, data
scientists, IT specialists, and others.

They know developing their
teams’ capabilities in areas like cloud computing skills is essential
to use tools effectively and keep pace with industry changes, but
establishing a business case for learning is often an afterthought.
If leaders want to reap the full benefits of an organization with
a robust learning culture, they need to combat two common
challenges noted in Training Magazine research: competing
priorities and lack of executive support. In this guide, we’ll explore
how to tie learning programs to business outcomes so learning
becomes a priority that gains enthusiastic executive support