Beyond Leadership Lip Service – Gaining Support for Learning Initiatives

Management support has long been recognized as an essential ingredient to the success of learning and development initiatives. This study will evaluate its importance, identify contemporary challenges, and surface evolving best practices to gain greater support and deliver greater results.

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* 1. Which of the following activities are most important to achieving learning outcomes? (Check as many as apply.)

Selecting high-impact content

Choosing the best delivery methods/platforms

Designing engaging learning experiences

Ensuring participant attendance & engagement

Promoting application of skills to the job

Measuring the effectiveness of learning

Securing active management support

Negotiating for budget/resources

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* 2. Rank the following activities in terms of how challenging they are.

Selecting high-impact content
Choosing the best delivery methods/platforms
Designing engaging learning experiences
Ensuring participant attendance & engagement
Promoting application of skills to the job
Measuring the effectiveness of learning
Securing active management support
Negotiating for budget/resources

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* 3. How important is management support to the success of a learning initiative?

Unimportant

Very Important

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* 4. What are the primary reasons managers give for not actively supporting learning initiatives? (Check as many as apply.)

Not enough time/too many competing priorities

Not sufficiently familiar with the content

Don’t appreciate the impact of the learning

Requests for support are unclear or excessive

Don’t believe in the content being delivered

Don’t know what to do

No one has ever asked

Other (please specify)

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* 5. What steps do you currently take to optimize management support for learning initiatives? (Check as many as apply.)

Communicate line of sight between content and business outcomes

Brief managers (in person or virtually) on content, methods, etc.

Provide printed briefing materials

Present data, evidence, and bottom-line impact

Communicate the benefits of the learning experience

Involve managers directly in the development process (needs assessment, subject matter expertise, piloting, etc.)

Encourage managers to act as trainers/facilitators of learning experiences

Invite managers to attend training/participate in experiences themselves

Offer conversation templates for pre/post learning dialogue

Communicate coaching and feedback cues to watch for

Measure and spotlight learning and business results

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* 6. What else do you do to effectively secure the support required for optimal learning results?

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* 7. Which best describes your role?

CLO/CHRO/Learning Executive

Manager or Director of Learning & Development (or related discipline)

Human Resources Business Partner

Training Specialist/Consultant/Lead

Instructional Designer

Independent Consultant

Other

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* 8. How many years have you worked in this field?

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* 9. Would you like to receive a preview summary of the results of this survey? Just enter your email address here.

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* 10. Would you be willing to be contacted by phone to share more of your perspective with Julie? If so, please enter your name and phone number.

Name

Phone Numer