L&D Strategy: Report to HR or Operations?

Last week I came across this post: An operational attitude towards learning on Karyn's erratic learning journey blog.  In it, Karyn Romeis expresses the point of view that Learning & Development departments should be moved out of HR and report up through operations.  This got my attention because at my company we are currently doing the opposite.  Our Learning & Development functions are being consolidated and moved from the business units into a Shared Services model that will report up through HR.  While I agree with Karyn's point that,  "L&D's job is all about performance, and performance is an operational thing."   I don't think it is necessary to report up through operations to be an effective business partner to them.  Throughout my career I have moved back and forth from reporting to HR to reporting directly to the Line of Business leaders that I support.  Having these varied experiences has made me a better all around learning professional.  I understand my business leaders' concerns and priorities and I am able to leverage the development resources available through HR.

In characterizing HR, Karyn makes a point that I don't agree with when she states, "HR is responsible for looking after people: their payroll, their working conditions, their treatment under employment law, etc. and has no direct accountability in terms of the organisation's business objectives."   In my company, the most most important aspects of the HR function are Organization Design, Talent Development, and Workforce Planning.   These are critical to achieving our company's business success.

I do believe that learning should be embedded in the workstream.  I don't see any reason why my department can't accomplish this while we are plugged into HR rather than our business unit leaders.   We are becoming an HR shared service, but we will still be part of our business leaders' extended teams.   Our business is rapidly transforming.  With the amount of change we have going on right now, we are in need of some major talent upgrades, new ways of managing, and there are many new work tasks to be performed.  I think L&D will be better resourced and well-positioned to help address these needs on a global scale operating from within Human Resources where we can easily partner with our Strategic Talent Management and Organizational Development counterparts.  Plus, since all of the learning professionals are coming into this department from the business, we will retain the operational perspective and networks.   Also of note, there are no geographical changes planned.  We will be consolidating into one department under a federated model, but the field based team members will still be embedded in their current locations. 

Developing Managers with Everything DiSC®

On August 30, I published this blog entry: New Take on an Old Standard. It is about Everything DiSC®, which is a style assessment tool that allows users to gain insight into their behavioral preferences at work. At the time, I had just purchased the Everything DiSC® package so my team could administer it and incorporate it into some of our management training programs. We have used it several times since then, and as promised, I wanted to report back on our experience using this tool.

The Training Approach: We have incorporated Everything DiSC® into several of our management programs. Participants go online prior to their scheduled class and complete the DiSC® profile as pre-work. It takes them approximately 30 minutes to complete. Once they are finished, they are able to immediately generate a very rich feedback report which we ask them to bring to training. During training, we define what the different DiSC® styles are and we help the participants identify the implications of their style preferences. We also cover how to read other people to determine what their likely DiSC® style is, and how to apply DiSC® in various management situations such as delegating work and developing employees. Essentially, Everything DiSC® enables us to cover some aspects of Emotional Intelligence (Self Awareness and Social Awareness) in training without calling it that. In my experience, managers sometimes get uncomfortable when emotional intelligence is mentioned, so this gives us a way to address their learning needs in this area in a non-threatening way.

(The four basic DiSC Styles surrounded by eight corresponding management behavioral preferences)

The Participant Take-aways: We purchased the management version of Everything DiSC®. The profiles generated for the participants and the feedback they receive on their style preferences is presented in a very practical context for the jobs that they are doing. Although there are only four DiSC® styles, there are many potential combinations of responses to the profile questionnaire, so each feedback report is unique. The reports contain personalized feedback on how DiSC® style preferences influence behavior in the following areas:

• Management Style (priorities, preferences and implications for time management)
• Directing and Delegating
• Motivation
• Developing Others
• Working with Your Manager (influence without authority) 

The Measurement Results: The DiSC® segments of our management training programs are receiving some of our highest level 1 (participant reaction) ratings. I know level 1 metrics are nothing to get excited over, but considering that the discussions that take place during the DiSC® segments of our training are really discussions about topics such as delegating and motivation, I think this is noteworthy. Many “seasoned” managers attend our training sessions. To have them rate these segments highly tells us that they are adding new insights to topics that might otherwise seem like a retread to them.

We are also seeing positive results in our level 3 (behavioral change) metrics. Evidence that our managers are incorporating DiSC® style information into their management approaches can be seen in the goals they are setting in their post-training action plans and in their follow-up progress reports.

The Added Bonus: In addition to the personalized profiles and feedback reports the participants receive, Everything DiSC® also gives us the ability to generate composite and comparison reports. The composite reports plot DiSC® styles for a given population such as everyone in a particular job or an intact work team. We have been conducting DiSC® training separately for managers in our Sales and Service organizations. The composite reports for these two groups show that very different patterns of behavior have emerged within each group. It provides us great information for performance consulting and change management. The comparison reports plot two individuals on a continuum for the same categories in the individual profile reports. They provide feedback that is helpful for coaching and conflict resolution.

On the whole, Everything DiSC® has been a very positive addition to our management development programs. Each time we have used it we have been asked by at least one member of the class if we could administer it for their work group. So it looks like it has franchise possibilities as well!