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Nowadays, LD is completely different due to the introduction of new technologies that have altered the way jobs are being approached. Many technological advances became facilitators for a surge of innovation in learning, which cause LD professionals to re-evaluate their roles. As a result, the explosion in the development of technology has moved the focus towards a technology-led approaches; thus, new associated LD roles are being introduced. What is more, a new trend appeared to recruit LD individuals, who can exhibit a more tactical, consultative, and hands-on set of skills.

The market of today is looking for individuals who are able to convince the business about the value of learning, rather than those who are pleased with merely meeting training quotas (Learning Performance Institute 2017). Nowadays, LD practitioners have to comprehend in what way the business is prosperous and what can be done by LD to make it even more prosperous and efficacious (Learning Performance Institute 2017). “Effective stakeholder engagement is more critical than ever, and roles for LD Business Partners are now as prevalent as HR business partnering was a few years ago” (Learning Performance Institute 2017). LD is an integral part of HR, which greatly contributes to the overall effective performance of an organization, focusing on the improvement of its employees’ performance.

The Three LD Titles

As mentioned above, nowadays, the field of LD introduces a range of new functions in a view of constant development. Being a core LD function, training delivery is now being surpassed by other new ones. With their roles becoming more universal, LD professionals of today have to be able to support a mobile, on-demand learning culture, make performance and business needs even, and teach employees and leaders so that they would be ready for any upcoming accountabilities (Learning Performance Institute 2017). Undoubtedly, as organizations tend to evaluate and undertake various approaches to learning, the main tendency is that the roles and responsibilities of LD will continue to change. LD presents various job titles with different responsibilities and objectives. Training and development managers, career development officers, and career development heads are among the most important positions in an organization’s structure.

A training and development manager is in charge of the training department within an organization. The training manager’s main responsibility is to ensure implementing strategies that will lead to achieving the KPI and overall objectives of the department, leverage on best practices and cascading them. Training managers also develop training policies, procedures and guidelines. What is more, responsibilities of a training and development manager include the assessment of individual and organizational development needs; implementing different learning methods within a company (e.g. coaching, online training); designing and delivering e-learning courses, workshops and running other trainings (Workable n.d.). The main requirements of this title include proven experience as a LD Manager; the knowledge of efficacious LD techniques; the knowledge of the e-learning practices; excellent communication and negotiation skills; creating a rapport with employees and vendors (Workable n.d.). Overall, the title of a training and development manager is of high importance within the LD and organization’s structure.

Classification of jobs is rapidly evolving into the elements which are matched to individual’s skills and aptitudes. Such an alteration can be best understood by considering the work of the Career Development Officer. Career development officer, who conducts the career interview, has the power to take appropriate action in the light of the discussion. The person of this title conducts career interviews at regular intervals; they are the cornerstone of career development, forming the basis for important decisions that are taken about individual’s career (Anstey, Fletcher Walker 2017). Career development officer must ensure a worthwhile interview through meticulous preparation, and has to be familiar with staff reports, appraisal interview reports, previous career interview reports, promotion of board recommendations, and sick record (Anstey, Fletcher Walker 2017). It is needless to say that this title requires excellent written, verbal and interpersonal communication skills, and experience in working in a detail-oriented environment.

The title of a Career Development Head role plays a crucial part in the development of an organization’s workforce, because it facilitates growth of strong leaders and employees’ skills and knowledge, increasing their potential to grow as a professional (Tang 2018). A career development head is in charge of the design and implementation of innovative global strategies and tools which are meant to advance skill development and engagement of employees. Its chief responsibility lies within ensuring that the staff has essential competencies, skills and development opportunities to fulfil the company’s work objectives. The main duties include leading the career development team, supervising the delivery of results and guaranteeing engagement and distinction of the team members; developing and fulfilling a global career development approach, which reflects managerial needs; coordinating with HR partners.

Skills and Knowledge Required of LD Practitioners

Along with the new LD roles emerging within the workplace, the constant development of the skills of LD practitioners is crucial when it comes to a successful LD practice in an organization. Indeed, in order to meet the requirements and demands and wishes of customers, it is very important for a LD professional to accumulate the knowledge on needed subjects and to upgrade skills. Nevertheless, a recent study between CIPD and Towards Maturity indicated a substantial gap “between the skills and capabilities that LD practitioners know they need and what they actually have in-house”; it also emphasized on a shift in the LD role from simple training delivery to performance consulting (Ford 2015). Hence, LD professionals are to diagnose and to solve the arising problems, which, in turn, requires a list of various skills.

Among the fundamental skills, LD professionals are required to possess the following; internal consultancy skills are crucial, as there is a constant need to demonstrate and apply effective consultative skills. Corresponding with external consulting, internal consultancy skills often demand extra ability for people to work efficiently with their coworkers and peers, frequently in provoking environments (Ford 2015). LD practitioners have to be successful in problem solving, so that customer’s aims are clarified (Ford 2015). Business acumen skills are highly significant as well, since comprehending the nature and functions of one’s business is crucial for all LD practitioners. This skill assists them in effectively presenting the relevant solutions that are the core of performance and results, where both people and the business have advantages (Ford 2015). Negotiating and influencing are also vital skills. Indeed, negotiating and influencing skills are an integral part of LD success. Even though, many people consider negotiating a daunting task, it does not have to be this way. As a matter of fact, good results of negotiation can be achieved with thorough preparation and the application of some simple techniques (Ford 2015). In addition, influencing skills are meant to encourage others to work effectively.

Due to the rapid development of technology, it is now essential for a LD practitioner to obtain and employ technical knowledge. Nowadays, technology is the core of nearly all business functions, as it is greatly contributing to the delivery of learning solutions. Technical knowledge serves everyone well in various practices, whether one is distributing internal training, designing online support resources or promoting cooperative learning (Ford 2015). LD presents one of the most significant roles within any company. LD practitioners should possess various skills and capabilities and have an extensive technical knowledge in order to provide the best service. They also need to be flexible and approachable to the customer’s requests.

Continuing Professional Development (CPD)

The most commonly used definition of CPD was put forward by the Construction Industry Council (CIC) in 1986: “The systematic maintenance, improvement and broadening of knowledge and skills, and the development of personal qualities necessary for the execution of professional and technical duties throughout the individual’s working life”. One way of interpreting CPD is as systemizing or formalizing what most professionals would recognize as things they “just do”; they would regard learning and developing as a part of what they understand to be ordinary professional practice (Friedman 2013). However, CPD is completely different. It is the formal wrapping of some of those things that good professionals just do; beyond what a good professional just does post qualification, CPD is what the professional is seen to do (Friedman 2013). CPD is of great importance because it ensures that one continues to be competent in his or her field. It is an ongoing process which lasts throughout one’s professional career.

Conclusion

LD is a vital part of any company, which is intended to improve group and individual performance by advancing employees’ skills and knowledge. In order to implement various objectives of their job and meet clients’ demands, LD professionals have to possess a number of skills and have extensive knowledge in their field. What is more, a range of such skills is constantly being replenished due to the emergence of new LD roles that is a result of a rapid and ongoing development of technology. Consequently, LD professionals have to advance their knowledge constantly and to be flexible.