人力资源领袖月刊：新的学习环境

November2022HRLeadersNovember2022NewLearningEnvironmentHRLeadersMonthlyExecutiveSponsorExecutiveSponsorPeterAykensEditorinChiefJonahSheppManagingEditorCarolinaValenciaAssociateEditorTessLawrenceContributingEditorCharlieBeekman3Editor'sNote34TheChangingRoleof4LearningandDevelopmentAuthorsKathyClearyMeaghanKellyAuthorsKathyClearyMeaghanKellyCarolineOgawaJonahSheppDesignWalterBaumannRobertBirckheadCarolineHollowayImproveLeadershipDevelopmentAlisonSmithJordanAlisonSmithJordanSmithLee-AnneValléefortheHybridWorld24IncreaseDevelopmentInclusion24forNeurodivergentTalent32sLD32ShouldBeTelling3942LearningThrough3942Engineering:AnInterviewWithRonFriedmanEditorIanWhiteleyMetricsoftheIanWhiteleyProjectManagersLaurenAbelLindsayKumpfAccesstoGartnerContentCaveatSomecontentmaynotbeavailableaspartofyourcurrentGartnersubscription.LegalCaveat©2022Gartner,Inc.and/oritsaffiliates.Allrightsreserved.GartnerisaregisteredtrademarkofGartner,Inc.anditsaffiliates.ThispublicationmaynotbereproducedordistributedinanyformwithoutGartner’spriorwrittenpermission.ItconsistsoftheopinionsofGartner’sresearchorganization,whichshouldnotbeconstruedasstatementsoffact.Whiletheinformationcontainedinthispublicationhasbeenobtainedfromsourcesbelievedtobereliable,Gartnerdisclaimsallwarrantiesastotheaccuracy,completenessoradequacyofsuchinformation.AlthoughGartnerresearchmayaddresslegalandfinancialissues,Gartnerdoesnotprovidelegalorinvestmentadviceanditsresearchshouldnotbeconstruedorusedassuch.YouraccessanduseofthispublicationaregovernedbyGartner’sUsagePolicy.Gartnerpridesitselfonitsreputationforindependenceandobjectivity.Itsresearchisproducedindependentlybyitsresearchorganizationwithoutinputorinfluencefromanythirdparty.Forfurtherinformation,see“GuidingPrinciplesonIndependenceandObjectivity.”Anythird-partylinkhereinisprovidedforyourconvenienceandisnotanendorsementbyGartner.Wehavenocontroloverthird-partycontentandarenotresponsibleforthesewebsites,theircontentortheiravailablility.Byclickingonanythird-partylinkherein,youacknowledgethatyouhavereadandunderstandthisdisclaimer.7789942HRLeadersMonthly|November20222HRLeadersMonthly|November20223EditorEditor’sNotebyJonahSheppandCarolinaValenciaEnsuringtheorganizationhastheskillsitneedstocompeteinafast-changingbusinessenvironmentisaperennialconcernforHRleaders.Learninganddevelopment(L&D)isprimarilythoughtofasameanstothatend.Byupskillingyourexistingworkforce,youcankeepupwiththeacceleratingpaceofchangewithouthavingtosearchexternallyandhireexpensivenewtalentwiththelatesthigh-demandskills.Butintoday’shighlycompetitivelabormarket,andwithemployeeswhohavegrowntoexpectamorehumanrelationshipwiththeiremployers,L&D’sroleischanging.Itspurposeistomeetnotjusttheorganization’sneeds,butemployees’needsaswell.L&Dleaderstodayarestillexpectedtodeveloptheworkforceandfillskillsgaps.Butnowtheymustalsofosterhumanleadership,providemeaningfulexperiences,contributetoaninclusiveworkenvironment,retaintalentanddrivesocialimpact.Theymustprepareemployeesfortheirfuturecareers,wherevertheymaylead—ideallywhilealsoenticingthemtopursuethosecareerswithintheorganization.Andtheymustnavigatethesechangingexpectationsinahybridworkplacewhereincidental,day-to-daylearningexperiencesarehardertocomeby.ThisissueofHRLeadersMonthlyisdedicatedtotheopportunitiesandchallengesfacingL&D.WeexplorethechangingroleoftheL&Dfunctionamidnewemployeeexpectations,labormarketchallengesandeconomicuncertainty.Wedelveintothedilemmasposedbythehybridworldandexaminehoworganizationsareinnovatingtobuildcriticalskills(especiallysoftskills)forahybridworkforce.Intoday’senvironment,manyorganizationsneednewstrategiestodevelopeffectiveleaders,sowealsodiscusshowHRleaderscanuseagileprinciplestorethinkleadershipdevelopment.Wealsotakealookattheimportantroleofdevelopmentincreatinganinclusiveenvironmentforneurodivergenttalent,aswellasinbuildingtheorganization’senvironmental,socialandgovernance(ESG)narrative.Finally,wehearfrompsychologistRonFriedmanabouthowleaderscanreverse-engineersuccessbylearningfromthosewhoexcel.AlthoughthisissuefocusesprimarilyonL&D,itisbynomeansonlyforL&Dleaders.AthroughlineofourresearchinthisfieldisthatL&DtouchesmanyaspectsoftheemployeeexperienceandmustworkwithpartnersthroughoutHRandthebroaderorganization.Inthisdynamicandfast-changingworldofwork,allHRleaderscanbenefitfromabetterunderstandingofhowtoencourageskillbuilding,personalgrowthandcareerdevelopment.And,especially,howtheyfitintotheemployeevaluepropositionandtheorganization’stalentstrategy.TheChangingTheChangingbyMeaghanKellyLearningandDevelopmentfunctionsfacegrowingpressuretodelivercriticalskillsinanenvironmentoffast-changingskillsneeds,heightenedemployeeexpectationsandeconomicuncertainty.ThisarticleexploresthethreeshiftsthatprogressiveL&Dfunctionsaremakingtostayahead.4HRLeadersMonthly|November20225DeliverFormalTrainingEmpowerDeliverFormalTrainingEmpowerEmployee-LedGrowthProliferationTalentDriversofDriversofLearningandDevelopment(L&D)leadersarefacingcompoundingchallenges.Asorganizationstakeonnewcapabilitiestokeeppacewithmarketchanges,skillsneedsarechangingfasterthanever.Meanwhile,employees’needsformorepersonalizedlearningtosupporthighlyindividualizedcareerpaths,alongsidevariedhybridworkschedules,putpressureonL&Dfunctionstofulfillmoreskillsrequestsinmoreformats.Additionally,thisgrowinglistofdemandscomesatauniquelydifficulttime.Highinflation,scarceandexpensivetalent,andglobalsupplyissuespresentunprecedentedchallengeswithoutclearsolutions.Inthisenvironment,60%ofHRleaderssaytheyareprioritizingcriticalskillstobetterpreparetheirorganizationstocopewiththeuncertaintyandgaintheskillstheyneedtosucceed.1HowtoStayAheadTostayaheadnow,L&Dfunctionsmustadapt,justastheyhaveinthepast(seeFigure1).MostL&Dleaderscanrecognizeatimewhentheirfunctionswerefocusedalmostentirelyonformaltraining.Theyspenttheirtimedesigninganddeliveringclassroom-basedtrainingtobuildemployees’skillsforsuccessintheircurrentrole.Whenskillsneedsbegantochangemorequickly,L&Dshifteditsfocustoconnectingemployeestolearningthatcouldhelpthemdevelopskillsforadjacentrolesaswellastheircurrentroles.Aproliferationofthird-partylearningvendorshelpedL&Dfunctionstakeastepbackfromdirectfacilitation.Instead,theystartedtospendmoretimeoncreatinglearningplatformsthatcouldconnectemployeestoavarietyoflearningopportunitiesandenableamoredynamicskillsstrategy.ConnectConnecttoLearningEmployeeshavetheEmployeeshavetheskillsEmployeesco-createGoalconnectedtotosucceedintheirtosucceedintheircurrentroleopportunitiestogrowpersonallyandprofessionallysLDofferlearning?L&Druns/facilitatesChange•PersonalizedCareerPathsL&Dexpandswith3rdpartyvendorsChange•ChangingEmployeeL&Dco-createswithemployeesWhatsupportisprovided?ForcurrentroleperformanceChangingSkillsForcurrentroleperformance+tomovetoanadjacentroleExpectations•HybridWork•AdvancedForwholecareergrowthWhereisL&Dfocused?Theclassroom•ofLearningVendorsThelearningplatformAnalyticsThelearningecosystemopportunitiesforcurrentandadjacentrolesHHallmarksSourceGartnerHRLeadersMonthly|November20226SupportWholeCareerSupportWholeCareerGrowthTypicalGrowthSupportIncludessRoleWhy?ToimproveproductivityincurrentrolesTopreparetheorganizationandemployeesforbusinesstransformationToday’schallengesarepushingprogressiveL&Dfunctionsintoanewroleagain.AsskillsneedscontinuetochangerapidlyandL&Dtakesonanexpandedroleinsupportingemployees’expectationsforamorehuman-centricemployeeexperience,connectingemployeestolearningisn’tenoughformostorganizations.Employeesaren’tlearningfastenoughtokeepupwiththepaceofchange,andonly45%ofemployeesagreethelearningtheirorganizationprovidesisrelevanttothem.2Themostprogressivefunctionstodayempoweremployeestoleadtheirowngrowth.TheseL&Dfunctionsdothreethingsdifferently:•Supportwholecareergrowth—Developemployeesaspeople,notjustprofessionals.•Nurturethelearningecosystem—Establishnormsandconditionsthatensureemployeescanlearneffectively.•Co-createthelearningofferingwithemployees—Helpemployeesidentifywaystogrowtoco-createpotentialsolutions.Developemployeesaspeople,notjustprofessionals.InthemidstoftheGreatResignation,organizationsarereconsideringtheiremployeevaluepropositionstostemattritionandmeetemployees’changingdemands.L&Dcanbeacriticalwayfororganizationstosupportcareergrowthanddriveintenttostay,butonly43%ofemployeessaytheirL&Dfunctionprovidesthemwithlearningoptionstoadvancetheircareers.2ForL&Dleaderstomeetemployees’expectations,theyhavetoexpandthewaythey’vethoughtaboutsupportingcareergrowth.Typically,L&Dfunctionshavefocusedonthesignificanttaskofupskillingemployeestoperformwellintheircurrentrolesorexpandintoadjacentrolesastheorganizationrequires.Theorganization’scurrentandfutureneedshave,unsurprisingly,beenthefirstpriority,butthisassumesemployeeswillbeintrinsicallymotivatedbytheprospectoffulfillingtheorganization’sneedsalone.ThemostprogressiveL&Dfunctionsarenowshiftingtheirfocus,puttingemployees’needsinthecentertosupportwholecareergrowth(seeFigure2).Figure2.DefinitionofWholeCareerGrowth“WholeCareerGrowth”SupportAddsFutureCareersPersonalGrowthTokeepandupskillcommittedemployeesTocreatehighlyactiveandengagedlearnersSourceGartnerHRLeadersMonthly|November20227Supportingwholecareergrowthmeansnotjusthelpingemployeesbemoreeffectiveintoday’sortomorrow’sroleatthecompany,butalsosupportingtheirfuturecareersandpersonalgrowthopportunities.L&Dfunctionsthatsupportemployees’wholecareers,includingopportunitiestoacquireskillsthatmightnotgetfullyutilizedattheirorganization,generatehighlyengagedlearnerswhoarepersonallyinterestedandmotivated.Improvingemployees’overallemployabilityaddsapersonalstaketolearningandgetsemployeescommittedtoupskilling.Similarly,personalgrowthopportunitiesacknowledgeemployeesaspeopleandofferstrongsupportforahuman-centricemployeevalueproposition.WhenL&DleadersatRoyalDSMencouragedemployeestopursuelearningopportunitiesthatpersonallymotivatedthem, Employeesknowwhattheyneedtolearn,andtheywanttolearn,soweencouragethemtopickwhatevertheywanttolearn…and10%ofthetime,whentheypursuepassionprojectslikedrummingorphotography,itjustincreasestheirlearningagilityforlater.MarcoMullers,theyfoundthatemployeesweremuchmoreengagedinlearningandbetterpreparedtolearnnewskills.NurturetheLearningEcosystemEstablishnormsandconditionsthatensureemployeescanlearneffectively.Ithasalwaysbeenimportanttoconnectemployeestolearningopportunities,buttheshifttoahybridworkenvironmentexposedtheimportanceofthesupportinbetweendiscretelearningopportunities.Today’sworkersarephysicallydistant,havehighlyvariedschedules,andinteractlessfrequentlywithpeopleoutsidetheirteams.Before,L&Dleaderscouldrelyoncolocatedco-workerstoofferemployeesadhoccoachingandsupport.Now,theymustcreateintentionalformsofsupportoutsidestructuredlearningopportunities.ProgressiveL&Dfunctionsareworkingtoensureemployeeshaveallthetoolstheyneedtolearneffectivelyfromavailableopportunities,ratherthanonlyensuringaccesstoopportunities.Toenablethis,progressiveL&Dfunctionsarenurturingthelearningecosystem.Alearningecosystemisbroaderthanalearningculture,encompassingwhere,howandwhenemployeeslearn,andwhatimpactstheirabilitytolearneffectively.Itappliestoalllearning,especiallyon-the-joblearning.Alearningecosystemishealthywhenthenormsandconditionsaroundlearningopportunitiesenableemployeestodothreethings:1.ExtractandApplyLearning—Employeesareequippedtoidentifyorganicgrowthopportunitiesintheirwork,toprepareforlearningexperiencesandtoreflectonthemtoextractlearning.2.FreelyTakeUpOpportunities—Theexpectationtolearnisbackedupbymanagersfreeinguptimeforemployeestodedicatetolearning.3.MakeQualityConnections—Therelationshipemployeeshavewiththepeopletheyconnecttoforlearningissafe,candidandaccessible.L&Dleadersshouldstartbyassessingthecurrentstateoftheirlearningecosystem.Thisentailsanalyzingemployees’abilitytoextractHRLeadersMonthly|November20228Table1.QualityMarkersofLinkstoBeMadeinaCompleteLearningEcosystemearningEcosystemLinkAbilitytoApplyandExtractLearningPermissiontoLearnQualityConnectionsEmployeescan:•IdentifygrowthopportunitiesLearningis:•UniversalQualityMarker•Prepareforexperiences•Expected•Reflectandapplylearning•EmbeddedLearningfromothersis:•Safe•Candid•AccessibleSourceGartnerandapplylearning,whethertheyfeeltheyhavepermissiontolearn,andthequalityoftheconnectionstheyneedtogrow.SeeTable1forasuggestedframework.BecauseL&Ddoesnotcontroltheday-to-dayworkenvironmentswheremostlearninghappens,thefunctionwilllikelyneedtoestablishpartnershipsandworkthroughotherstoensureemployeeshavewhattheyneed.Co-CreatetheLearningOfferingHelpemployeesidentifywaystogrowtoco-createpotentialsolutions.Asneedsbecomeextremelyvariedandfast-changing,providingrelevantlearningforallemployeesbecomesalmostimpossible,evenwiththesupportofthird-partyvendors.L&Dhastomaketrade-offsontherangeoftopicssupported,thenumberofdifferentlearningformatsortheavailabilityofgivenresources.Asaresult,manyorevenmostemployeeneedsgounmet.Only43%ofemployeessaytheyhaveaccesstolearningopportunitiesthatcanhelpthemadvancetheircareers.2Toreducetheimpactoftrade-offsandensureemployeeshaveright-fitgrowthopportunities,progressivefunctionsareleveragingemployeestoco-createhighlyrelevantlearningofferings.L&Dcanengageemployeesinco-creationinthreeways:1.Co-identifyGrowthNeeds—L&Dguidesemployeestoconsiderwhatskillswillhelpthemgrowandhowtheycouldlearnbest,evenifL&Ddoesnotcurrentlyoffersolutionsalignedwiththeirneeds.2.Co-designGrowthSolutions—IndividualemployeefeedbackorsteeringgroupscanmeaningfullyshapeL&Dsolutions.Employee-centricdesignensuresemployeeshavewhattheyneedtolearneffectivelyfromopportunities.3.Co-sourceGrowthSolutions—Employeeshavemechanismstoshareself-createdorself-sourcedlearningsolutionswithothers.Helpingemployeescreateandsharetheirsolutionsenablesatargeted,resource-lightexpansionofthelearningoffering,asemployeesarelikelytocreatecontentthataddressessharedproblems.Onewaytogetstartedistotakeadvantageofpeercohortsbyleveragingexistingtiestoaddresscommonchallenges.Forexample,ourCaseStudy:Manager-TestedProductivitySolutions(Rentokil)showshowHRleadersatthefirmidentifiedmanagersasapeergroupwithcommonskillsneedsandenabled30-minuteweeklyknowledge-sharingsessions.Sessionswererunbymanagers,formanagerstosharetheirrole-specificchallengesandthebestpracticesandresourcesthey’dcreatedtoaddressthem.TheseshortTheseshort,straightforwardsessionswereoncommonlydifficulttopics,suchas“DrivingEmpathyonaRemoteTeam”or“LeadingthroughTechnology.”Thesessionsallowedmanagerstoaskquestionsinasafeenvironmentandmeetpeoplewhocouldhelpthemapplynewskills.Byfacilitatingmanagers’co-sourcingoflearningsolutions,HRleadersatRentokilcouldofferatargetedexpansionoflearningprovision.Italsomeanttheycouldensuretheresourcessharedwererelevantandapplicabletolearners.ConclusionTomeetorganizations’fast-changingskillsneedsandemployeedemandforhighlypersonalizedlearningsupport,progressivefunctionsarereshapingL&D’srole.They’redoingthreethingsdifferently:•They’redevelopingemployeesaspeople,notjustprofessionals,todriveengagementandactivelearning.•They’reestablishingnormsandconditionsintheirorganizationsthatensureemployeescanlearneffectively,beyondjustofferinghigh-qualitylearningopportunities.•Finally,they’rehelpingemployeesidentifywaystogrowforthemselvesandco-createtheirownlearningsolutions.MakingthesethreeshiftsenablesL&Dtodeliveronitsexpandingmandate.Itempowersemployee-ledgrowthtomeetthehighlyvariedneedsofemployeesandensuretheorganizationhasthecriticalskillsitneeds,evenasthoseneedscontinuetoevolverapidly.GartnerAttractingandRetainingCriticalTalentWhilePreparingHRforDisruptionWebinarPoll(July2022).Thissurveywasconductedaspartofabenchmarkingwebinarwithover270HRexecutivesandleaders,representingaspectrumofindustries.MostwerebasedinNorthAmerica,thoughtheperspectivesandpracticestheysharedweredevelopedtosupporttheirglobalorganizations.Thissurveyquestionaboutthestepstheirorganizationsweretakingtoprepareforeconomicvolatilityhad173respondents.2022GartnerL&DModelImpactSurvey.Thissurveywasconductedtounderstandemployees’experiencesoflearninganddevelopmentattheirorganization.Theresearchwasconductedonlinefrom21Junethrough11July2022andcontainsresponsesfrom3,508employeeswithrepresentationfromvariousgeographies,industriesandfunctions.ThesurveywasdesignedanddevelopedbyGartner’sHRPracticeresearchteam.99SavethedateSavethedateeptemberLondon,U.K.ChooseYourRegion23–25October2023Orlando,FL©2022Gartner,Inc.and/oritsaffiliates.Allrightsreserved.EVTM_967_19876384–5December2023Sydney,AustraliaGartnerReimagineHRConference2023MarkyourcalendartoattendthepremierconferenceforCHROsandtheirHRexecutiveteams.5AgileLearningPrinciplestoImproveLeadershipDevelopmentbyLee-AnneValléeAdisruptedbusinessenvironmentmakesdevelopingeffectiveleadersevenmorechallenging.L&Dleaderscanapplyagilelearningprinciplestodesignanddelivermoreeffectiveleadershipdevelopmentactivitiesthatalignwithorganizationalobjectivesandleaders’day-to-daywork.HRLeadersMonthly|November202211eligAgninraevruCLearningValueseligAgninraevruCLearningValuesLeaderstodayareexpectedtooptimizeteamandbusinessperformanceinanenvironmentofsocialandpoliticalturbulence,work-lifefusionandhybridworking.Tohelpleadersaddressthesechallenges,nearlyhalfoforganizations(48%)haveupdatedtheirleadershipmodelstoaccountfornewskillsandcapabilitiesleadersandmanagersneedtodevelop.Furthermore,81%oforganizationshaveconvertedin-personleadershipdevelopmentprogramstovirtualformatsforremoteandhybridworkenvironments.1Despitetheseadjustments,HRhasstruggledtoengageleadersindevelopment.Leadershipdevelopmentremainsapriorityfororganizations,withtwo-thirdsoforganizationsincreasingspendingonleadershipskillsofferingsin2021.1,2However,overhalfofL&Dandtalentmanagementleaderssaytheirorganization’sleadersareneithermotivatedtoprioritizeself-development(57%)norhavethetimetoparticipate(55%).1Leadersmayhaveoutdatedexpectationsofleadershipdevelopment,seeingitasaformal,structuredprogramrequiringtimeawayfromtheirworkplace,orasepisodicandirrelevant,detachedfromtherealityoftheireverydayworkandnotflexibleortailoredenoughtomeetthedynamicneedsoftheirrole.Thechallengeofdesigninganddeliveringdynamic,impactfullearningisnotlimitedtoleadershipdevelopment,andL&Dfunctionsareaddressingitbyimplementingthevaluesandprinciplesofagilelearning(seeFigure1).Agilelearningisamindsetandmethodofskillsdevelopment,viaiterativeshortbursts,appliedintheflowofachievingoutcomes,thatcandynamicallyadjustwithchangingneeds.Formoredetailsonagilelearningprinciplesandmethods,readourAgileLearningManifesto.Agilelearningoffersaneffectivewayforemployeesandorganizationstoacquirenewskills,thriveamiddisruptiveanddynamicshifts,andachievebusinessoutcomes.Toaddresstheleadershipneedsofboththeorganizationandindividualleadersinapostpandemicenvironment,L&Dleadersshouldpressure-testexistingandfutureleadershipdevelopmentactivitiesagainstthefouragilelearningvaluesandeightprinciples.Asastartingpoint,HRleaderscanapplyfiveagilelearningprinciplestoimproveleadershipdevelopment.FigureValuesandPrinciplesofAgileLearningoverknowledgegainedoverknowledgegainedovercurrentskillovercurrentskillsetReal-timeembeddedovertrainingtimeofflineCommunitycompoundingoverCommunitycompoundingSourceGartnerrLeanrLeaCurve #FreeSkilling!PrinciplesLearningtoearningMotivationmultiplierJust-in-timemicroburstsDynamicpathwaysProgressivelayeringFlowofvaluedeliveryData-driven,AI-enabledSociallyamplifiedHRLeadersMonthly|November202212HRLeadersMonthly|November202213LearningtoEarningTodevelopintentional(notaccidental)leaders,HRmustensureleadershipdevelopmentisalignedwiththeorganization’sbusinessandtalentstrategies,aswellasitsleadershipmodel,ifoneexists.TodemonstratetheROIofadevelopmentintervention,L&Dleadersshouldpartnerupfrontwithlinestakeholders.Thiswillenablethemtoidentifytheassociatedstrategicobjectives,understandthefactorsthatinfluencethoseobjectives,andselectmeaningfulmetricsbasedonthosefactorstomeasureprogressandimpact(seeTable1).Theenterprise’sfinancialperformanceandtheindividual’sprofessionaladvancementareconnectedandcodependent,bothinextricablylinkedtotherateofskillsadvancement.Forexample,SantanderlauncheditsYoungLeaders’Programtoaddressthreekeyquestions,allalignedwiththeorganization’sstrategicobjectives:•Whatopportunitiescanweofferthatwillengageandretainyoungemployees?•Howcanweusetheyoungergeneration’sdigitalknowledgetosupportseniorleaders?•Howcanwecreateamoretransparent,agile,equitable,diverseandeffectivedevelopmentprogram?Togaugehoweffectivelytheprogramwassupportingtheseobjectives,Santanderaskedemployeesandmanagershowmuchtheyagreedwithstatementssuchas:•“TheprogramiseffectivelycreatingchannelstocontributetoSantander’sstrategy.”•“Participationintheprogramhasapositiveimpactondevelopment.”•“Theprogramincreasesemployees’motivationandreducesretentionrisk.”TheextenttowhichemployeesandmanagersagreedwiththesestatementsgaveSantandervaluabledatatogaugetheprogram’ssuccessandimpactoncorebusinessobjectives.Improvingemployees’developmentandenablinggreatercontributionstostrategyimpactsbusinessperformance,whileincreasingmotivationandreducingretention.Table1.IdentificationofSuccessMetricsforLeadershipDevelopmentStep1.ListStrategicObjectives—WhatmustL&Ddelivertohelpthebusinessachieveitsstrategicpriorities?2.DetermineFactorsthatInfluenceObjectives—Whatactions,behaviors,orinitiativeswillenableL&Dtoachieveeachobjective?3.SelectDetailedMeasures—Whichmetricswillbemosthelpfultotrack(e.g.,leadingindicators,quantitativevs.qualitativeorsubjectivemeasures)?Whattradeoffsareneededtofocusonlyonthemostimportantmetricsandavoidtrackingtoomuch?4.IdentifyRawDataMeasures—Whatdatacanbedefined,disaggregatedandcapturedconsistentlyintherelevantareas?ExampleBuildhigh-qualitycoachingcapabilitiesinleadersCoachingdevelopmentprogramEmployeeengagementEmployeeretention,discretionaryeffortSourceGartnerHRLeadersMonthly|November202214TypicalAmdocsTypicalAmdocsLeaderProfile•Masterofartsinengineering•80%ofworkinvolvesdataPrincipleNo.2:MotivationMultiplierTomotivateleaderstolearn,aimtocreateaneffortlesslearningexperienceinwhichleadershipdevelopmentcontentiseasytoaccess,easytoconsumeandhighlyrelevanttotheleader’scurrentroleandfuturecareer.Tomakelearningmorerelevant,createleaderprofilesorpersonastobetterunderstandleaderlearningneeds,identifytheframeworksandworkflowsleadersarefamiliarwith(suchasdesignthinking,hackathonsorinterviewing)andintegratethemintoyourleadershipdevelopmentprograms.Forexample,theL&DteamatAmdocsreconsidereditsleadershipdevelopmentstrategyafterrealizingthattheyneededtoallowmanagerstoself-discovertheneedforchangeintheirmindsetsandbehaviors.Ratherthanprovidingcoachinganddevelopmentframeworks,AmdocscreatedaleadershipdevelopmentprogramEasyaccesstolearning,consumablecontentandbeingabletoapplyittotheircareersmotivatel