About our Blog Post Author:  Krista Skidmore, Esq., SPHR, President:  In her role as FlashPoint’s president, Krista Skidmore helps businesses, nonprofit organizations, and government agencies to define and implement their strategic plans. She also helps clients to build their human resource functions, to establish cultures focused on employee performance, and to develop managers into effective leaders.  Krista earned a JD from the Indiana University School of Law–Indianapolis and a bachelor’s degree in human resource management and psychology from Anderson University. Before co-founding FlashPoint, she worked within the HR consulting industry, both for her own firm and in a leadership capacity for another regional consulting company. She is a board member of the Arts Council of Indianapolis and the Indiana Humanities Council and formerly served as president of the Central Indiana chapter of the American Society for Training and Development.


Andrea Moore and I had the opportunity to give a presentation during the 2010 Indiana State Human Resources Conference. The topic, Linking Learning and Development to Organizational Strategies, resonated with the audience as evidenced by nodding heads and participation. Perhaps it will strike a chord with you, also.

We’ve summarized the presentation into a brief, six-part video series. Part one is below. Video topics for parts two through six with links to each follow.

Part 1: Determine what success looks like:

Avoid myths of training

Begin with mission, vision, and values

Build/evaluate training initiatives

Define success measures

Define roles and responsibilities

Most business leaders understand the value of providing learning and development opportunities to their employees. Because human capital is such a significant investment, it’s important that employees have the knowledge and skills they need to produce quality work. Companies realize this.

What leaders and managers often fail to do, however, is to provide learning and development that aligns with their organization’s strategy. Sometimes the training they provide is haphazard or reactionary; much of it fails to develop abilities that help the company achieve its goals.

For learning and development to be successful, business leaders—along with the professionals who are in charge of designing and delivering it—must move beyond this myopic view. Instead, they must clearly define the organizational strategy and then identify core competencies that employees must develop and demonstrate in order to carry out that strategy. They must then build training that enhances these essential competencies.

What is your company doing well with regard to linking learning and development to organizational strategy? What could it do better?