The Learning and Development Perspective

As the learning and development (or sometimes referred to as Learning and Growth) perspective feeds into all other objectives, we shall start our exploration of the balanced scorecard here.

This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. This is a lot more than just training however. It also includes having mentoring programmes, developing ways to share knowledge amongst key stakeholders, and helping people learn how to take responsibility for problem solving.

Do people know how to do what you expect and/or need them to do? What are you doing to support them develop in these areas? If your team doesn’t know how to perform, or how to perform better than they are now, then their ability to meet operational, customer and financial targets is diminished.

Coaching Exercises

Let’s ask some general questions about your business. There are many more to be asked, so this is just a starting point.

  1. What are your high-level learning and development objectives?
  2. When do they have to be achieved by?
  3. Is there a particular order in which they need to be achieved?
  4. How are you evaluating these as important?
  5. How are you measuring these objectives? In other words, what data and reporting mechanisms do you have in place?
  6. What strategies do you have in place already, or which could be designed, to address each of the objectives? In some cases, there may be more than one strategy required to achieve the desired outcome?
  7. For each strategy, do you have any dates identified to achieve them?
  8. For each strategy, what are the measurement criteria and how specifically are you going to collect the data?
  9. Who is responsible for each strategy? What reporting do you need from them?
  10. For each objective, what financial targets are required to be met to achieve the desired outcome?
  11. For each objective, what internal business process objectives must also be met? These may link to the customer objectives as well.
  12. If you have already been measuring certain learning and development objectives, and have been able to identify that one or more of them is underperforming, which related financial, customer, internal business process and/or learning and development objectives are also underperforming? This information may help you in identifying root cause of the problem, and from this awareness, you can explore new choices and actions to implement to correct the issue.
  13. If you’re unsure about the objectives, the data, causes of problems or opportunities to improve the situation, whom wihin or outside of your organisation could you be turning to for assistance? This is potentially part of your own learning and development.

As always, if you need any further personal support in response to any of these coaching exercises, please consider using the service.

All the best,


Noel Posus – Master Coach