In the continuing series we catch up with LPI Consultant Paul Jocelyn

In your opinion what is the biggest anxiety within the world of learning and development at the moment?

The “brand identity” of this work we call L&D! Ensuring it’s seen and understood as contributing to the growth and success of organisations and the individuals who work in them.

Who or what is informing your thinking around L&D?

Jane Hart’s work and thinking on Modern Workplace Learning is a fantastic resource. It lays out the needs of modern workers brilliantly and the new roles and responsibilities learning professionals can play to enable and support. I’ve also really enjoyed reading two books by Paul Matthews, “Informal Learning at Work” and “Capability at Work”. I like his practical examples and tools to help L&D professionals to operate and collaborate as performance consultants. They’re both really practical “doing” guides that can be used easily to make a difference.

What is the most exciting innovation on the horizon for learning?

I’m fascinated how the nature of work and teams continues to change. I think the focus on supporting team managers in particular to take on responsibility for the performance and engagement of their people is a really exciting shift for L&D teams. In my experience as we move away from the traditional performance and progression management processes line managers need to be at the forefront of creating a learning culture and they need our support.

What “game changers” would you like to see and why?

I think we can only change the game by becoming a true enabler of business strategy. There’s still a fantastic opportunity to get on the wavelength of business leaders and teams by showing how we help them to do the right work now and to prepare themselves for the future.

What do you think the world of L&D will look like by 2030?

This quote from Dan Pontefract sums it up for me! :

“The learning profession needs to establish a new moonshot. It must lead the charge and change its decades-old DNA from being tactical course builders to becoming proactive, progressive and practical thought leaders. The organization is in need of a culture change leader. L&D is just the unit to deliver such leadership.”

What advice would you give your 21 year old self?

Read more!

About Paul Jocelyn:

Experienced strategic Head of Learning & Development now helping teams build the knowledge, thinking and learning culture needed to deliver a business strategy.

Paul works alongside business leaders and teams to grow capability and improve results in a number of ways:

Understanding the business strategy and performance gaps.
Prioritising performance improvement.
Coaching leaders to grow the performance and engagement of teams.
Creating and curating learning resources, campaigns and performance support.
Facilitating relationships across teams to improve collaboration, innovation and results.
Coaching and empowering teams to organise and share their continuous learning.
Establishing and growing collaborative partnerships with learning and training providers.

Twenty five years of operational, change and capability leadership experience developing engaged, high performance teams.

To enquire about Paul’s availability simply contact the Institute on 02476 496210