As L&D and HR professionals, we dedicate our careers to fostering learning and development within organisations.
But how often do we prioritise our own growth❓
If we want to remain effective, innovative, and credible, continuous learning is non-negotiable. Here’s why investing in our own development is essential:
Building an L&D strategy 📈
The most obvious reason is the need to stay up to date with global as well as country-specific trends to provide the best possible L&D for employees. This goes beyond knowing best practices, modern L&D approaches, or the latest AI applications (which are a hot 🔥 topic these days).
L&D professionals must be equipped to craft corporate L&D strategies that align with organisational needs, either organisation-wide or per business unit. Designing an effective L&D strategy requires a holistic approach, considering both organisation-dependent and people-dependent factors. A deeper understanding of L&D prevents wasted resources on one-off interventions with minimal impact and low ROI. Learning from other organisations and monitoring trends help shape informed L&D priorities.
From strategy to execution 🎯
Developing an L&D strategy is just the beginning; strategy execution is what comes next. Implementing a strategy requires knowledge of relevant policies, practices, and available learning formats.
L&D professionals who actively engage in their own learning (such as joining professional communities or networking with peers) gain valuable insights before rolling out new initiatives. Peer learning creates a support network that is essential for those who may be the sole L&D professional in their organisation. This network functions as a built-in focus group, allowing for beta-testing and refining ideas before full-scale implementation.
Empowerment in L&D design 💡
Investing in personal L&D significantly benefits the organisation. It equips L&D professionals with the skills to design and facilitate impactful learning activities in-house, thus making them more empowered and independent in L&D implementation. When outsourcing, an in-depth understanding of what works ensures better selection of external providers and more precise communication of the organisation’s development needs.
Especially in organisations with peer support schemes such as intra-mentoring, L&D professionals investing in their own professional development can dive into more elaborate people management skills and become mentors to employees assisting them in handling tough situations such as crises and conflicts.
Leading by example ✨
L&D professionals are expected to be ambassadors of learning within their organisations. How can they inspire employees to engage in their own development if they do not prioritise their own?
Similarly, advocating for L&D investment to upper management requires credibility. Leadership is more likely to buy into the value of L&D when they see those responsible for it actively investing in their own growth and bringing added value to the organisation. Continuous development builds credibility and can be an enabler in gaining greater influence within an organisation.
Going beyond HR 🌻
Due to time restrictions, diverse priorities and/or pressing day-to-day matters, HR professionals working in organisations without a dedicated L&D function often overlook their role in learning and development. However, supporting employees' growth is an inherent part of HR’s mission.
More HR professionals are recognising the need to deepen their expertise in L&D, as it enables them to support employees more strategically and to apply L&D that aligns with business goals.
L&D and HR professionals are the architects of organisational learning. But we can only build strong learning cultures if we continue developing ourselves.
By staying informed, expanding our networks, and leading by example, we not only enhance our own capabilities but also elevate the impact of L&D across organisations.
Next time you take an L&D initiative within your organisation, ask yourself:
When was the last time you invested in your own L&D?
