Uniting HR and L&D: A strategic imperative for future-ready organisations 

Successful Businesswoman Holding Digital Tablet Standing In Modern Office

We must ensure HR and L&D have a say in tech and change management discussions, writes Ted Miller 

Attend any board meeting today and it’s almost certain that the agenda will prominently feature discussions about the latest technological advancements and their potential impact on the company’s future. But amid the discussions on artificial intelligence integration and data analytics, one critical voice is conspicuously absent: Human Resources. Too often, HR is marginalised in discussions about technological integration and change management, despite these issues profoundly impacting nearly every organisation today. 

Learning and development professionals play a pivotal role in ensuring an organisation’s workforce is future-ready

This oversight is a strategic flaw that can cost organisations dearly. The role of HR is pivotal in shaping strategic decisions that drive business success. However, another crucial perspective often overlooked is the necessity for a cohesive approach between HR and learning and development (L&D) as the business world rapidly evolves.  

The future requires a united front where HR and L&D work hand in hand to navigate the complexities of talent management, recruitment and development. Without this synergy, organisations risk falling behind in the competitive landscape. 

Closing the strategic gap

Recent research from The Talent Labs underscores the strategic gap HR faces when it comes to technological integration and change management. Despite the growing importance of data and analytics in driving effective people strategies, HR is frequently excluded from vital technological discussions.  

According to SHRM, AI use could lead to up and reskilling instead of job displacement and, 30% of those using AI already have noted shifts in job responsibilities. Therefore the involvement of people professionals in strategic AI conversations is imperative. Not including them would not merely an oversight but a significant barrier to achieving long-term capability planning over short-term resource management. The integration of L&D into these conversations is essential, yet it remains underrepresented and underfunded. 

The Talent Labs’ study highlights that while 32% of HR leaders recognise the potential of data technology and AI in shaping people strategies, a mere 26% are actively incorporating these elements today. Even more striking is that only 2% acknowledge the impact of external technological developments on their business.  

Meanwhile, according to the World Economic Forum’s Future Jobs Report 2023, six in 10 workers will require training before 2027 but only half of workers are seen to have access to adequate training opportunities.  

And Mercer’s 2024 Global Talent Trends Report reveals that 32% of workers feel overwhelmed by excessive technology tools, 67% of organisations adopt new technology without transforming their work processes, and nearly 60% worry that the rapid pace of innovation outstrips their ability to reskill their workforce.  

Lorraine Mills, principal consultant at Talent Labs partner Right Management, says in the report: “People’s understanding of change at work has generally been built around something big changing and then a steady state before the next change. The environment has shifted and the change approach hasn’t caught up. Organisations now have to continuously improve and adapt to external challenges, optimising how the business is structured and how people work.” 

So organisations face an imminent threat to their success without a systematic approach to skills that prepares their workforce for the future. To truly prepare for the future, they must adopt an end-to-end approach encompassing talent acquisition, talent management, and talent development.  

This comprehensive strategy ensures that recruitment, HR and L&D are aligned towards common objectives, facilitating seamless transitions from hiring to development and retention. 

L&D: The missing link 

Learning and development professionals play a pivotal role in ensuring an organisation’s workforce is future-ready. Our research finds ‘learning and skills development’ to be the second most critical capability for delivering the people strategy, after talent management and succession planning and in the top three capabilities rising in importance in future people strategies.   

However, the current approach often relegates L&D to a reactionary role, providing training in response to immediate needs rather than being involved in strategic planning from the outset. This siloed operation not only hampers the effectiveness of training programmes but also limits the organisation’s ability to build a resilient and adaptable workforce. 

It’s one thing getting and keeping the talent you need but quite another to ensure they are able to operate in an ever-changing environment.  

Are you helping your people be agile and flexible? Are you helping them develop a mindset of growth and learning? L&D teams need to strengthen their thinking about how they’re helping their organisation to learn. This requires a shift from short-term resource planning to long-term capability planning. Organisations must identify future skill requirements and develop strategies to reskill, upskill and cross-skill their workforce if they are to enable sustainable growth and adaptability. 

Tips for L&D professionals  

L&D professionals must advocate for their inclusion in strategic discussions and demonstrate the value they bring to long-term organisational planning. This involves:  

1. Investing in technology and data capabilities:  
Enhancing data literacy within L&D to align with HR and business strategies.  

2. Embedding a learning culture:  
Fostering an environment that values continuous learning and adaptability.  

3. Collaborative planning:  
Working closely with HR and recruitment to ensure a cohesive approach to talent management. 

The alignment between HR functions is critical for maximising efficiency and effectiveness. By integrating recruitment methodologies with talent and performance management and L&D strategies, organisations can ensure a consistent and strategic approach to people management. This alignment also supports better handling of organisational changes, such as restructuring or job redesign, making transitions smoother and more effective.  

HR and L&D must unite 

The future of work requires a unified approach, with HR and L&D working closely together to lead strategic initiatives. L&D professionals are not merely trainers but strategic partners essential for preparing organisations to meet future challenges. It is imperative that L&D steps up to the strategic table, ensuring their voices are heard and their expertise is utilised in shaping long-term capability plans. Only through such a collaborative, integrated approach can organisations truly be future-ready and equipped to navigate the complexities of the modern business environment. 


Ted Miller is Managing Director of The Talent Labs’ Talent Management & Development Labs 

Ted Miller

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