How to free up time and resources for HR teams to effectively prioritise L&D programmes, by Jeremy Walsh
Human resources departments are often small, lean teams responsible for a growing list of responsibilities. But in many organisations, HR’s workload has become too much to handle: 95% of HR leaders report feeling overwhelmed and 81% are experiencing burnout, according to a report from Sage.
Overburdened and understaffed teams find it challenging to handle their daily tasks, leaving HR leaders with little, if any, time for strategic initiatives. The problem is particularly evident in learning and development.
Despite L&D’s ability to boost employee engagement, retention and productivity, many HR teams lack the capacity to develop, expand and refine L&D initiatives.
94% of employees say they would stay at a company longer if it invested in their professional development
It’s time to consider a new approach. If organisations fail to alleviate some of the pressure on HR teams and allow L&D to remain on the back burner, they’ll pay the price down the road.
Why has L&D fallen to the bottom of HR’s to-do list?
Continued economic uncertainties are keeping budgets tight and teams small. High employee turnover and the ongoing skills shortage are making it difficult to find and retain top talent. Current political and social events are prompting employees to demand a response from company leadership.
HR teams are at the centre of these competing pressures and demands. That’s on top of traditional HR functions like hiring talent, managing benefits, and building company culture. The expectation today is for HR to do more with less, but that’s not always possible: Four in 10 HR teams report that they struggle with too many projects and responsibilities (also see a new report on this in the Newsflash -Ed).
Instead of working on programmes such as important, long-term L&D initiatives, HR teams are forced to prioritise urgent, short-term issues like handling day-to-day employee inquiries, managing compliance issues, and resolving workplace conflicts. In this environment, it becomes difficult to stay focused on L&D initiatives and employees are feeling the impact: 74% of employees say they can’t achieve their full potential due to a lack of existing L&D opportunities.
Training programmes may take months or even years to bear fruit. But while they don’t produce results overnight, they generate lasting benefits for businesses. In fact, 94% of employees say they would stay at a company longer if it invested in their professional development, while 80% of employees report that better access to L&D opportunities would help them feel more engaged on the job.
By cultivating a culture that prioritises curiosity and supports professional development throughout the employee’s career, companies can ensure they remain attractive to ambitious, career-oriented professionals. Ultimately, an investment in L&D is an investment in the future agility and sustained success of the organisation.
How can companies reprioritise L&D?
Companies are well aware of the need to upgrade learning opportunities for employees. It’s actually their top strategy to improve retention.
The challenge, however, is freeing up time and resources for HR teams to effectively prioritise L&D programmes. To make L&D a priority, you need to ensure your HR department has the technologies, support, and strategy to implement L&D initiatives without sacrificing other work.
Identify high-impact initiatives
Effective L&D programmes set clear goals and prioritise high-impact areas first. Whether you focus on building soft skills among current leadership or training that empowers employees to use emerging AI tools, consider the unique needs of your workforce and organisation and how time spent on any L&D ladders clearly into those objectives.
Start by asking employees about the topics and training they would like to learn, and department heads and leaders about the skills their teams currently lack. By strategically allocating resources to these high-value projects, you can ensure L&D initiatives are aligned with employee aspirations and broader business goals – fostering a more engaged and motivated workforce while driving overall operational success.
Invest in the right digital tools
The right technologies not only make L&D initiatives more engaging and enjoyable for participants but also less time-consuming and resource-intensive for your HR team. For example, modern digital learning platforms offer seamless, user-friendly experiences – mirroring the simplicity and customisation of consumer applications like Amazon – that can significantly increase engagement and participation in your training programmes. Employees are craving these types of learning environments, with 70% saying online, self-paced courses are their preferred learning method.
Moreover, digital learning platforms offer automated and self-service capabilities that enable HR leaders to redirect their focus from administrative oversight to strategic development. Similar to self-service HR platforms that allow employees to request paid time off or manage benefits on their own, your HR team can empower employees to take greater ownership of their own professional development and learning opportunities, while still providing strategic oversight and support where needed. This L&D approach is more effective – and more efficient.
Foster a culture of continuous learning
L&D isn’t the sole responsibility of HR, and breaking free of that expectation is an important step. While HR can lead the way, skills building is an organisation-wide effort that encourages and supports lifelong learning and professional development. From top leaders to new hires, develop a culture where all employees feel empowered and excited to take ownership of their learning trajectories.
Establishing this dynamic may require some reassessment of current HR practices and priorities to focus more on people-centric learning initiatives. Nearly three-quarters of HR leaders believe their teams are primarily focused on processes rather than people. A culture of continuous learning flips that paradigm.
Likewise, it’s crucial to establish open channels for feedback and community engagement that allow employees to express their L&D ideas and experiences to HR decision-makers. A healthy dialogue enables HR teams to continually improve programmes, evolve in response to changing needs and aspirations, and invest in new tools when required. Just as importantly, it empowers employees to be a part of the process.
L&D is crucial to long-term success — for organisations and employees
HR’s role has never been more complex and chaotic, but it’s also never been more critical. HR professionals remain at the heart of what makes our businesses and people thrive.
With more on their plate, your HR leaders need guidance on how to remain focused on strategic L&D initiatives that add tangible, lasting value for your organisation. Making employees feel empowered and supported in their professional growth – and freeing up time for your HR team to prioritise this crucial aspect of their role alongside other core responsibilities – is an investment in your organisation and your people.
It may take some time and a fresh perspective, but getting L&D off the back burner will pay off in the long run.
Jeremy Walsh is EVP of Employer Solutions, AllCampus
