We did something different in this episode and took your questions.

We posted on LinkedIn, Twitter and Facebook for suggestions and were overwhelmed by the response - and by the quality of the questions.

So we discussed everything from David’s experience - what he’s most proud of, and what he’s no so proud of (in terms of L&D projects); about the current state of L&D’; overcoming challenges to modernising; and the future of the profession… But much much more as well.

David is joined by Adam Harwood again but in a switch of roles, as Adam asks the questions on behalf of listeners.

KEY TAKEAWAYS

What’s the most inspiring learning project you have seen? Disney Digital Lab’s transition of their publishing business to digital. They brought in experts to create awareness to the general. There were apprenticeships and the transition became successful.
What’s the most disastrous project you’ve seen? It was a customer service training for a telecommunication company. It didn’t just cost money, but it also cost time.
What’s the most frustrating thing you ever dealth with? The one with Disney Digital Lab.

If there’s only one person who you will listen to for the rest of your life? Tracey Waters
Is it time to rename L&D to L&P? When people are learning, they’re doing it because they want to achieve a certain goal. David is more drawn to the ‘performance & capability’ part of it. L&Dneeds a clearer vision
Is there a big gap between the modern and tradtional approach in L&D teams? It’s big since they came from two different roots. Not everyone is talking about the same thing.
Why are we having a hard time developing L&D professionals? It’s because we build everything from scratch. We all start with a vision. It’s easy but complex at the same time.
What do you advise when you meet with the professionals? Work on real problems so people will engage.

“If we work with data, understand, and show how to address these real problems, then we understand the language of the business.”
Do you think the future leads to L&D moving into more operations or operations moving into more L&D? There will be advancement in HR management and analytics. We will align more with the operations if we create a new vision for L&D that focuses on the outcomes.
What advice can ou give for those who are starting out on a project? Gather and analyse data. Make sure you’ve understand fully before starting out any tasks. David wished he had learned technology even before.

BEST MOMENTS

“if you don’t want to use it, then how do you expect users to use it?”

“I value conversations that are grounded in the practical realities of organisational life much more than I like isolated learning solutions.”
“We should be focusing on the goal rather than the means.”
“We don’t produce learning; the learning part is an internal process.”
“There is need for REAL Learning & Development as far as I’m concerned. It needs a vision—a vision that’s better than now.”

ABOUT THE GUEST

Adam Harwood is Head of L&D with D&D London, having recently been both L&D Manager at Revolut and Digital Learning Partner at ASOS.

Adam is renowned for his views on digital and its potential to transform L&D and truly affect employee performance in service of organisational results.

In addition, Adam is active in the L&D community.

You can follow and connect with Adam via:

Twitter: https://twitter.com/adamharwood26

LinkedIn: https://www.linkedin.com/in/adamharwood1984/

ABOUT THE HOST

David James

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.

As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.

CONTACT METHOD

Twitter:  https://twitter.com/davidinlearning/
LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/
Website: https://www.looop.co/

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