L&D professionals in organisations: much ambition, unfilled promise

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dc.contributor.authorGaravan, Thomas N.en
dc.contributor.authorHeneghan, Sineaden
dc.contributor.authorO’Brien, Fergalen
dc.contributor.authorGubbins, Claireen
dc.contributor.authorLai, Yanqingen
dc.contributor.authorCarbery, Ronanen
dc.contributor.authorDuggan, Jamesen
dc.contributor.authorLannon, Ronnieen
dc.contributor.authorSheehan, Mauraen
dc.contributor.authorGrant, Kirsteenen
dc.date.accessioned2023-10-19T11:21:00Z
dc.date.available2023-10-19T11:21:00Z
dc.date.issued2019-12-05en
dc.description.abstractPurpose: This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness. Design/methodology/approach: The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30). Findings: The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise. Originality/value: This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.en
dc.description.statusPeer revieweden
dc.description.versionAccepted Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationGaravan, T. N., Heneghan, S., O’Brien, F., Gubbins, C., Lai, Y., Carbery, R., Duggan, J., Lannon, R., Sheehan, M. and Grant, K. (2020) 'L&D professionals in organisations: much ambition, unfilled promise', European Journal of Training and Development, 44(1), pp.1-86. doi: 10.1108/EJTD-09-2019-0166en
dc.identifier.doi10.1108/ejtd-09-2019-0166en
dc.identifier.eissn2046-9012en
dc.identifier.endpage86en
dc.identifier.issn2046-9012en
dc.identifier.issued1en
dc.identifier.journaltitleEuropean Journal of Training and Developmenten
dc.identifier.startpage1en
dc.identifier.urihttps://hdl.handle.net/10468/15135
dc.identifier.volume44en
dc.language.isoenen
dc.publisherEmerald Publishing Ltd.en
dc.rights© 2019, Emerald Publishing Limited. All rights reserved.en
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/en
dc.subjectCareersen
dc.subjectRolesen
dc.subjectCompetenciesen
dc.subjectContexten
dc.subjectLearning and development professionalsen
dc.subjectPerceived effectivenessen
dc.titleL&D professionals in organisations: much ambition, unfilled promiseen
dc.typeArticle (peer-reviewed)en
oaire.citation.issueahead-of-printen
oaire.citation.volumeahead-of-printen
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