Identifying, unlocking and building capability



Throughout history, when capability is unlocked, ideas flow, innovation happens, progress is made.

Creating an environment that supports this is one of the critical goals of any business and HR and L&D function, this is where REAL VALUE can be added.

From succession planning (identification) to a training strategy that takes care of the top tier of talented individuals in your organisation, to taking care of the performance at the lower end of the typical bell curve distribution is critical in managing your resources effectively (and making a real impact of course).


Today the Learning function has never had so many opportunities or tools to create an exciting development culture inside an organisation. We explore how you can add value and deliver results and in addition, prove you have made a difference with some impressive Return on Investment (ROI) statistics.

This info-graphic shows the 4 key foundations of making L&D a success and becoming a true Business Partner.


The role of internal development (70% experiential, 20% coaching and 10% formal learning interventions) has often been abandoned in lieu of tight budgets and increasing skepticism towards real ROI and value differences. Secondly the 70% means directed learning on the job, not necessarily 'just get on with it', a sink or swim approach.


Often disconnected from business results, organisational performance and team contribution to metrics. L&D is often seen as poor relation of the HR function, even further into the background of organisational relevance. L&D has a substantial and positive contribution to make to bridge Organisational Performance Gaps.

Centrally driven by organisational metrics, this is a simple way to align training strategy and delivery to current and future capability demands. So focus on short terms hot spots, with a long term vision and set of targets in mind.


Talent development is an integral part of HR strategy and HR processes such as succession planning and competency and job role descriptions. These are essential foundation tools for L&D functions as they provide a common platform of understanding (provided they are up to date and relevant) for staff on expectations. Critical in the alignment to organisational objectives as well as in the support of performance gaps and performance management/development processes.


As the talent market has become vastly more competitive, diversity in age profiling more prolific and educational systems in constant flux with major pressures, we have to prepare ourselves for increasingly different model of the world based on historical assumptions. The new generations are quickly intolerant of inflexible, dull solutions that don't involve engaging technology. 


Therefore embracing technology in a systematic and blended way, is the direction traditional learning methodologies are heading. That simply doesn't mean total replacement (as some have unsuccessfully tried) but successful integration using Gamification or Virtual Reality or online, e-learning modules (that engage and test) to supplement learning goals.


Data will be King (or Queen) in the learning world as will it be in the HR new world too.

This doesn't necessarily imply new processes but a revision of existing to ensure they provide the essential capability and potential profiling required of the modern L&D function. ROI and value connection as well as many other reasons make this an essential ingredient for the L&D practitioner.

Our talent development masterclass series includes:

  • Opportunity Knocks!- Learning and Development as Business Partner
  • Rock the House! Unlock Potential and Talent with a Results led Training Strategy
  • Meet the numbers - ROI in Learning and HR

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