Rajat Sanan
AVP – Learning & Development
One of the fundamental questions that constantly confronts learning practitioners in any organization is whether the learning function serves as an enabler or a mere provider. As learning specialists, we all wear the hat of facilitating the upskilling and reskilling of our employees, which directly impacts our balance sheets. The importance we attribute to learning is evident, but do our leadership teams share the same perspective, or do they consider it a 'Nice to Have' while we diligently fill out our KPIs and goal sheets? This dilemma is a reality for many learning specialists, where Learning and Development (L&D) discussions rarely reach the boardroom level.
However, there are organizations like SG Analytics where the significance of learning goes beyond the leadership echelons. Here, it's not just our CXOs or Chairman; every manager and employee understands that learning is not only a means to earn but also a tool for self-improvement.
The inspiration for this post came from a recent webinar hosted by Brandon Hall on the same topic. We saw this as a shared reality not only for Indian organizations but also for learning leaders worldwide who participated in the discussion. It was fascinating to hear diverse viewpoints on whether learning and earning have a causal relationship or if they are merely correlated, depending on the emphasis placed on learning within an organization.
At SG Analytics, we share a unified vision of 'Transforming SGA into a Learning Organization.' This vision isn't exclusive to me as the learning leader; it guides every initiative we undertake. We carefully consider how each initiative contributes to either learning or earning. Our major functional initiatives aim to empower our employees with new skills, enhancing their efficiency within the organization. Simultaneously, our behavioral learning initiatives instill SGA's core values, ensuring an exceptional client experience for both external and internal customers.
At SGA, we perceive learning to earning as more of a correlation than a causal relationship. Our learning initiatives are not solely about increasing revenue; they are about nurturing our employees to become the best versions of themselves through learning as a powerful enabler.
Rajat Sanan
AVP – Learning & Development
One of the fundamental questions that constantly confronts learning practitioners in any organization is whether the learning function serves as an enabler or a mere provider. As learning specialists, we all wear the hat of facilitating the upskilling and reskilling of our employees, which directly impacts our balance sheets. The importance we attribute to learning is evident, but do our leadership teams share the same perspective, or do they consider it a 'Nice to Have' while we diligently fill out our KPIs and goal sheets? This dilemma is a reality for many learning specialists, where Learning and Development (L&D) discussions rarely reach the boardroom level.
However, there are organizations like SG Analytics where the significance of learning goes beyond the leadership echelons. Here, it's not just our CXOs or Chairman; every manager and employee understands that learning is not only a means to earn but also a tool for self-improvement.
The inspiration for this post came from a recent webinar hosted by Brandon Hall on the same topic. We saw this as a shared reality not only for Indian organizations but also for learning leaders worldwide who participated in the discussion. It was fascinating to hear diverse viewpoints on whether learning and earning have a causal relationship or if they are merely correlated, depending on the emphasis placed on learning within an organization.
At SG Analytics, we share a unified vision of 'Transforming SGA into a Learning Organization.' This vision isn't exclusive to me as the learning leader; it guides every initiative we undertake. We carefully consider how each initiative contributes to either learning or earning. Our major functional initiatives aim to empower our employees with new skills, enhancing their efficiency within the organization. Simultaneously, our behavioral learning initiatives instill SGA's core values, ensuring an exceptional client experience for both external and internal customers.
At SGA, we perceive learning to earning as more of a correlation than a causal relationship. Our learning initiatives are not solely about increasing revenue; they are about nurturing our employees to become the best versions of themselves through learning as a powerful enabler.
