{"id":117,"date":"2020-05-29T04:56:43","date_gmt":"2020-05-29T04:56:43","guid":{"rendered":"https:\/\/www.playablo.com\/CorporateLearning\/Blog\/?p=117"},"modified":"2024-11-06T16:40:08","modified_gmt":"2024-11-06T11:10:08","slug":"planned-interventions","status":"publish","type":"post","link":"https:\/\/www.playablo.com\/CorporateLearning\/Blog\/planned-interventions\/","title":{"rendered":"Planned Interventions ensure a culture of learning"},"content":{"rendered":"\n

Did you know that planned interventions are the secret ingredient for ensuring a learning culture?<\/p>\n\n\n\n

If managing the L&D division (or department or function) is part of your responsibilities, then you can relate to the efforts put in by your global peers in building carefully researched, designed, and manicured training programs for their organization\u2019s teams. <\/p>\n\n\n\n

Their training programs are likely being built for better enabling the Sales teams, the launch of a new product or service, a refresher course for compliance, communicating the changed or new organizational policies, effective induction of new joiners in the organization, project onboarding of new team members, soft skills or companywide announcements and updates. <\/p>\n\n\n\n

That is a lot of training content, to say the least. Clearly, the capability building of the organizations hinges on how successfully the Learning & Development teams can execute their training plans.<\/p>\n\n\n\n

\"planned<\/figure>\n\n\n\n

This is also reiterated by Organizational and Industry research that continues to\u00a0underline the importance<\/a>\u00a0of High-Performing Learning Organizations.\u00a0Forbes<\/a>\u00a0confirms it, and so does\u00a0McKinsey. It is unfortunate then that, despite both the want and need for top-class L&D departments, the\u00a0NPS (Net Promoter Schore) for Corporate L&D\u00a0was an abysmal -8 in research by Deloitte across 700+ Business and HR professionals. <\/p>\n\n\n\n

HR Leaders frequently blame the organizations\u2019 inability to build and foster a Culture of Learning. This is at least partly true as no single entity can be isolated to take the entire blame. That said Culture of Learning is one of the central hinges upon the success of the L&D departments rely upon.\u00a0HBR\u2019s recent article\u00a0on Culture of Learning highlights four ways to drive it organization-wide:<\/p>\n\n\n\n

  1. Rewarding continuous learning<\/li>
  2. Giving meaningful and constructive feedback<\/li>
  3. Lead by example and<\/li>
  4. Hire curious people<\/li><\/ol>\n\n\n\n

    Points 3. & 4. in the list above need to be addressed directly by Hiring and Supervising Managers themselves once the need for a Culture of Learning is sufficiently highlighted and understood. Points 1. & 2., however, need some deliberation to ensure they are not left to the individual’s interpretation but intelligently guided by data. <\/p>\n\n\n\n

    Here two key questions need to be asked: 1. How does an organization promote, measure, and ensure continuous learning, 2. How can the feedback be objectively linked to Learning Outcomes intended from the training programs?<\/p>\n\n\n\n

    The L&D Managers <\/a>can use the strategy of Planned Interventions to effectively answer these questions and thereby play a significant role in driving the culture of learning within the organization. The rest of this article will dive deep into this simple but profound technique of Planned Interventions.<\/p>\n\n\n\n

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    Table of Contents<\/p>\n