Long-range planning is often a struggle for learning and development (L&D) leaders. Caught in the whirlwind of daily demands, it’s easy to lose sight of the bigger picture. However, strategic, long-term planning is essential for aligning L&D with business goals, maximizing resources, and ultimately driving organizational success. This article explores the importance of long-range planning in L&D, offering practical advice and key strategies for creating a flexible roadmap that anticipates future needs and empowers talent development.
(MT) Taylor: Thanks for taking the time to chat with us today, (JZ). Long-range planning is a hot topic for learning leaders, and many struggle with it. I recently read the Brandon Hall HR Outlook 2025 ebook that listed the five top priorities for learning functions in 2025. They were improving alignment between learning and business goals, improving analytics, improving learning experiences, and leveraging AI to support upskilling. What’s your take on the importance of long-range planning and how does it connect to these top priorities?
(JZ) Zandstra: Iโd say long-range planning is essential to all of them. Letโs be blunt about our work. We know planning is vital, but we can get so bogged down in reacting to immediate needs, the “fire drills,” that we lose sight of the bigger picture. Long-range planning forces us to step back and ask, “Where is the business going, and how can the L&D team help us get there?” Without that, strategic alignment, good analytics, better learning experiences and thinking hard about AI, we are just offering training for the sake of training, and that’s not a good use of anyone’s time or resources.
For many of us, long-range planning can often feel like navigating uncharted waters. There are so many variables and possible outcomes. The future is a murky place. And in the ever-changing world of corporate learning, where new technologies and business needs emerge constantly, looking beyond the immediate training request can seem daunting.
(MT): So, it’s about more than just anticipating training needs?
(JZ): Exactly. The key is understanding our business strategy inside and out. What are the company’s top priorities for the next three to five years? What are the key initiatives? What skills will our employees need to implement those initiatives? Those are the questions you need to be asking. Your long-range plan should be a direct reflection of those strategic goals. The new shiny tech will always demand attention but planning needs to concentrate on the biggest issues and challenges your company and your learners will face in the coming years.
(MT): That makes sense. But how do you even begin to plan for the long term when things change so quickly?
(JZ): That’s the million-dollar question! The key is to create a plan that’s flexible and adaptable. It’s not set in stone. Think of it as a roadmap, not a rigid itinerary. You need to have a clear direction, but you also need to be prepared to adjust along the way. We build in regular review periods, usually quarterly, to assess our progress, identify any shifts in the business environment, and tweak our plan accordingly. After youโve done this for a while, it is instructive to look back on past plans and see how accurate you were. Only a few years ago, the metaverse was the key topic of most learning discussions. Today, I donโt hear anyone talking much about it.
(MT): So, what are some of the key elements of a successful long-range plan?
(JZ): A few things come to mind. First, you must have a solid understanding of your current state. Where are your strengths and weaknesses as a learning organization? What resources do you have available? What are your team’s capabilities? A thorough needs assessment is critical.
Second, stakeholder engagement is paramount. You can’t do this in a vacuum. Talk to senior leadership, HR partners, line managers, and even learners themselves. Get their input on what skills are needed, what challenges they’re facing, and what kind of learning experiences would be most effective. Their buy-in is essential for the plan’s success. Establish some review cycles with them to learn how reality might be deviating from what you anticipated.
Third, focus on talent development. A long-range plan should be closely tied to your talent strategy. How are you going to develop your employees for future roles and responsibilities? How are you going to build a talent pipeline to ensure the organization has the skills it needs to grow?
Fourth, don’t forget about technology. How can you leverage technology to enhance learning and make it more accessible? Are there new platforms or tools that you should be considering? Technology is a key enabler of effective learning, so it needs to be a part of your long-range plan. I donโt think AI will go down the same path as the metaverse so paying careful attention to AI development will be essential.
(MT): You’ve mentioned a lot of important points. Any final advice for learning leaders who are just starting out with long-range planning?
(JZ): Don’t try to do everything at once. Start small, focus on a few key priorities, and build from there. Long-range planning is a skill like any other and it takes some time to become good at it. It’s also important to be realistic about your resources and capabilities. Don’t overpromise and underdeliver. It’s better to have a smaller, more focused plan that you can execute than a grandiose plan that never gets off the ground. I wish I could say Iโve always done this, but I havenโt. The grandiose is more interesting but often the least accurate.
And finally, remember that long-range planning is an ongoing process. It’s not a one-time event. You need to be constantly reviewing and updating your plan to ensure it remains relevant and aligned with the business strategy. The world of corporate learning is constantly evolving, and your plan needs to evolve with it.
(MT): Great advice, Jerry. Thank you for sharing your insights with us.
(JZ): My pleasure.
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