Last week I also presented on a session at Learning Technologies on the role of L&D within or separate to HR. I’ve already posted to explain how this resulted from a tweet from Paul Jagger at IBM suggesting that L&D should be freed up from HR, which I strongly disagreed with.
In my session, I argued that L&D needs to form part of HR as both are focusing on the same outcomes and are developing their activities in the same sorts of ways (informal, social, mobile, gamified etc). I also argued that L&D shouldn’t just become part of the business because we need prioritise, not de-emphasise, the strategic creation of human capital across the whole organisation – not just meet short-term needs in different parts of a business.
40% of the audience voted that L&D should be part of HR, and given that this was an L&D conference, and that we didn’t count abstentions, I thought that I did quite well!
However, Paul made a really well argued, data based case for L&D remaining, and in fact becoming even more, separate. For example, although there’s a logic in brining the P and D together in CIPD, there’s not much evidence of D in the institute’s qualification structure.
And I particularly liked these tag clouds, taken from 100 jobs advertised on Changeboard between July and December 2011, showing the difference between HR jobs and L&D jobs – and I think Paul is right to point out the lack of overlap between these two (and also the absence of the word ‘strategic’ from the HR tags).
Actually, I think both of these fail to be strategic, and perhaps what both Paul and I were arguing for, despite disagreeing on whether HR and L&D should be split vertically from each other, was more horizontal separation from the strategic and the tactical aspects of both (sub-)professions. Perhaps Lawler was onto something suggesting a split between HR Business Partnering and Organisational Effectiveness?
Slide credits: Paul Jagger (thanks!)
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