Our previous blog, “Build a Learning Franchise to Reduce Wasted Learning,” explored the shifts in the learning landscape that have forced the role of L&D to evolve from that of controlling the learning provided to employees to enabling learning through a learning franchise model. In this post, we’ll look at how to overcome the four biggest barriers to transition to this model. 

In a world where more money is spent on learning outside of L&D than inside it, the function needs to change how it operates in order to influence all learning in an organization, not just the learning it supplies. While the franchise model is not uncommon in the business world, it’s a markedly different way of thinking about how L&D provides value to an organization. 

Today, only 20 percent of organizations have adapted their L&D delivery model to become learning franchises. When done successfully, however, companies can reduce wasted learning, saving millions of dollars and improving business results. To successfully transition to a franchise model, companies need to address four common barriers. 

1. The Visibility Barrier

In order to influence learning, L&D functions need to be able to see where and when learning is happening. Unfortunately, current data shows that only 22 percent of heads of L&D believe they have visibility into the majority of the learning happening across their organizations. To gain more visibility, L&D should map the “learning network” within the organization to assess hidden learning sources, understand what learning is being provided and by whom, and decide which providers—whether internal or external—are most effective and therefore should be scaled across the organization.

2. The Consistency Barrier

A big part of the challenge L&D will face in an increasingly complex future is how to create consistency in the way learning is designed, conducted, communicated, evaluated, and managed. Today, only 19 percent of L&D professionals believe that L&D processes are consistent across their organizations. The best L&D functions insist that providers co-own and measure quality targets. They also involve the network of learning partners in the creation of these standards and ask them to commit to regular measurement and reporting of outcomes so that quality can be continuously improved.

3. The Capability Barrier

An increasing amount of learning is happening close to where the work is done: in the line. Yet, only 36 percent of L&D staff believe line managers and trainers have strong L&D capabilities. Unless the entire learning network has the capabilities to deliver value-added learning, employees will continue to receive suboptimal learning experiences. CEB research reveals that improving the line’s ability to conduct effective needs analysis and to measure learning effectiveness and efficiency can reduce wasted learning by as much as 17 percent. The best L&D functions focus on scalable ways to extend the development they provide to their own staff to include learning partners from the line.

4. The Innovation Barrier

The rise of alternative channels and providers of knowledge and skills is a trend that is not going away. The best L&D functions view this as a powerful opportunity. However, most organizations are experimenting with L&D innovations in a largely uncoordinated way. Only 35 percent of L&D staff coordinate with line managers to learn about the line’s latest approaches to learning. In contrast, L&D leaders are working to create communities for sharing L&D innovations, and when they produce results, putting in place clear criteria and mechanisms to rapidly scale them across the organization.

The reality is clear: In today’s learning environment, L&D functions can no longer achieve talent development objectives by going it alone. By becoming an effective and efficient learning franchise, working together with the broad community of formal and informal learning providers in the organization, L&D can harness the benefit of fresh learning approaches, reduce scrap learning and save precious budget dollars. Even if it is no longer the primary supplier of learning experiences, L&D’s responsibility for ensuring the highest possible impact of learning on business results is only increasing in importance.

We invite you to learn more about reducing wasted learning by transitioning to a franchise partnership model for L&D at cebglobal.com.