Learner Intelligence Report: Addressing the disconnect between strategy and practice

As we all learn to navigate the ongoing COVID-19 pandemic, L&D professionals must adapt their models and frameworks in order to cope with this continuous change and meet the needs of their learners. 

Studies reveal that organizational learning is a fundamental strategic process and the only sustainable advantage of the future.* Despite this, 60% of L&D departments find themselves on the lower end of the Emerald Works Index. That means they’re only having ‘transactional impact’ – looking at short-term performance gains when foresight is required to change learners’ behavior. 

In this report, CEO John Yates and Head of Research Gent Ahmetaj look at: 

• How to close the gap between strategy and practice – Top performers are using a self-determined approach. What does this mean and how can it be implemented effectively? 

• The perceived differences between employees and managers – Examples of how L&D leaders can successfully change their approach and allow their employees to lead the way

• The change to approaches that have been adopted throughout COVID-19 – The importance of managers and the organization in providing support to their employees.

Stats you can trust 
 
This research draws on insights from our Learning Performance Benchmark. Formerly of Towards Maturity, it remains the only free, independent and confidential benchmarking tool for L&D professionals.  

Our new report also pulls data from our Learner Intelligence research, which surveyed 18,435 employees from 2017 to 2020. To bring you insights, we track the health and impact of organizational learning. That means measuring businesses’ L&D strategies, digital innovation, and behavioral change.  

* 2 Vera, D., Crossan, M., (2004), ‘Strategic Leadership and Organisational Learning’, Academy of Management Review, Vol 29, No. 2, pp. 222-240.