Learning and Development Developing L&D business partnerships CHAPTER 13 Developing L&D business partnerships

THE PURPOSE OF THE CHAPTER To clarify the principles involved in establishing and maintaining effective L&D business partnerships. KEY THEMES Partnership: meanings and metaphors Companions in dancing Power, politics and ethics The partnership dance

THE CIPD’S MODEL FOR L&D BUSINESS PARTNERSHIPS (CIPD, 2006)

DEVELOPING EFFECTIVE L&D PARTNERSHIPS: AN EVIDENCE-BASED APPROACH How knowledgeable are L&D staff about new research, theories and constructs? How far do their L&D processes and initiatives rest on a sound research or conceptual base? How often do they review their partnership work and processes in the light of new research and practical tools based on it? How far is their decision-making process rigorous, collaborative and objective? How far are they respected for their regular search for evidence of perceptions about L&D and of what is actually going on in L&D? How far are they willing to confront and respond to uncomfortable truths and perceptions about their work and their capability? What do they do to ensure that they are innovative and experiment with a variety of learning approaches that could be valuable for different kinds of learners?

CULTURE-STRUCTURE THEORY (Harrison/Handy) The power culture and web structure A culture of centralised power, with control exercised by one person, or by a small set of people, from whom rays of power and influence spread out, connected by functional or specialist strings. The structure is web-like. The role culture and pyramid structure A culture of bureaucracy, with a structure comprising a hierarchy of functions or specialisms governed by rules and procedures. Precedents dominate decision-making, and the whole organisation tends to be security-oriented. The person culture and galaxy structure A way of describing clusters of individuals who have unique contributions to make on the basis of specialist skills or knowledge. These ‘stars’ often dominate the organisational galaxy in knowledge-intensive firms. The human investment culture and network structure Spherical, cellular or network structures now typify many businesses, especially those that are globalised. They focus on ‘core competences’ and tend to operate through a web of strategic alliances and collaborative ventures.

PRACTICAL JUDGEMENT (Harrison and Smith, 1996, 2001) embodies values to do with citizenship and community of interest. It is therefore essential to the successful conduct of collaboration and is itself enhanced and continuously developed through such conduct. Its value A unique mediator between collective learning and the development of knowledge on the one hand, and the strategic capability of the organisation on the other. It can stimulate the insights, the focus on and the understanding of the organisation’s vision, purpose and strategic intent that promote: strategic awareness and learning across the organisation a climate of supportiveness and trust needed to achieve trust and commitment from all the organisation’s stakeholders

Key features of practical judgement Experience In order to gain wisdom from our experience we must be helped to interpret what we see and to formulate a way of responding to it that is appropriate to context. Character Practical judgement is not only a matter of learning skills and acquiring competencies. It is also bound up with the kind of person one is. Alertness Knowledge and feeling must draw on each other to help us sense what is important to those involved in a specific situation and to have a sympathetic understanding of their perceptions and intentions related to it. Flexibility This involves a responsiveness to situations that stems from sensitivity or attunement rather than a desire for mastery or domination.

PREPARING THE GROUND FOR BUSINESS PARTNERSHIP (CIPD, 2008) Show a clear understanding of business drivers. Help the organisation add value and move up the value chain. Establish a clear vision and strategy for L&D. Involve others and engage stakeholders in a transparent way. Have a good overview both of what is needed to advance in the long term and also of the short-term priorities. Use L&D processes and techniques appropriately. Apply wider metrics, beyond return on investment, to demonstrate value.