8th Annual Benchmark Roles and Responsibilites Chapter
Topics: Capability Planning
Tags: benchmark, benchmarking, centralized, decentralized, federated, governance, structure
Overview
Learning and Development (L&D) takes many forms and has varying amounts of control over not only training issues but other aspects of talent development as well. L&D organizations are almost equally divided among the centralized, federated and decentralized models. However, even in companies that have centralized L&D organizations, other learning groups often exist for functional or specialized purposes that do not fall under the central organization’s control. Some roles and responsibilities have not changed in the years that Corporate University Xchange (CorpU) has been conducting benchmarking surveys. The head of corporate L&D is most likely to report to the senior vice-president (VP) of human resources (HR), even for L&D organizations that are considered strategic to the business. Sales and information technology (IT) are most likely to have their own learning groups. Administrative and clerical employees get the smallest percentage of corporate attention, and leaders and executives get the largest.
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