{"id":81248,"date":"2022-06-20T09:00:16","date_gmt":"2022-06-20T13:00:16","guid":{"rendered":"https:\/\/trainingindustry.com\/?post_type=articles&p=81248"},"modified":"2023-04-10T14:52:44","modified_gmt":"2023-04-10T18:52:44","slug":"how-to-assess-and-bridge-your-skills-gaps-as-a-ld-leader-a-4-step-process","status":"publish","type":"articles","link":"https:\/\/trainingindustry.com\/articles\/professional-development\/how-to-assess-and-bridge-your-skills-gaps-as-a-ld-leader-a-4-step-process\/","title":{"rendered":"How To Assess and Bridge Your Skills Gaps as an L&D Leader: A 4-step Process"},"author":27,"featured_media":81254,"template":"","tags":[21315,30087,3825,2692,30142],"class_list":["post-81248","articles","type-articles","status-publish","has-post-thumbnail","hentry","tag-skills-assessments","tag-skills-evaluation","tag-skills-gaps","tag-training-manager-competency-model","tag-training-manager-job-role","global_topic_tax-professional-development","global_topic_tax-strategy-alignment-and-planning"],"acf":{"sponsored":false,"gated":false,"gated_content_type":"","file_attachment":null,"gated_content":"","form_instruction_header":"To access the full article, please fill out the form below:","pardot_html_embed":"","author_override":true,"author_name":"Sarah Gallo, CPTM ","author_image":73777,"author_bio":"Sarah Gallo, CPTM, is a senior editor at Training Industry, Inc., and co-host of \u201cThe Business of Learning<\/a>,\u201d the Training Industry podcast.","excerpt":"Follow this four-step process to assess and bridge your skills gaps as a training manager to better drive the business of learning. ","main_content":"As a learning and development (L&D) leader, you\u2019re likely busy working to upskill and reskill employees with the skills they need to be successful in their current \u2014 and future \u2014 roles. However, when your job is focused on developing others, it\u2019s easy for your own development to take a backseat \u2014 especially during times of change.\r\n\r\nLinkedIn Learning\u2019s Workplace Learning report<\/a> found that the rate of change businesses faced over the past two years, coupled with unprecedented expectations (from the business and<\/em> employees), means that L&D\u2019s plate \u201cis fuller than ever,\u201d says Tiffany Poeppelman, CPTM, director of career development at LinkedIn. L&D \u201chas led the way\u201d through these shifts, ensuring that people have the skills they need to succeed in the new world of work.\r\n\r\nThe tradeoff, however, is that L&D professionals\u2019 own upskilling has \u201cunderstandably fallen by the wayside,\u201d Poeppelman says. The report also found that L&D professionals spent 35% less time learning compared to their human resources (HR) colleagues and 23% less time learning compared to all active LinkedIn learners least year.\r\n\r\nClearly, L&D leaders need, and deserve, to hit \u201crefresh\u201d on their professional development.\r\n\r\nFollow this four-step process to identify your skills gaps and address them with targeted training that will, ultimately, advance your career.\r\n\r\n1. Self-reflect<\/strong>\r\n\r\nAssessing your skills as a training manager<\/a> requires self-reflection, says Amy DuVernet, Ph.D., CPTM, Training Industry\u2019s director of training and development. Start by reviewing the research-based Training Manager Competency Model\u2122<\/a>, which outlines seven core responsibilities essential to the training manager role:\r\n\r\n\"\"\r\n\r\nBe honest with yourself about which core responsibilities you feel confident that you can perform, which you need to refine and which (if any) you need to build from the ground up.\r\n\r\nBeing a training manager \u201cis a complex job,\u201d DuVernet says. You\u2019re not just a leader; you\u2019re a training<\/em> leader, and being an effective training manager requires both universal leadership skills as well as L&D-specific skills, which the model reflects. For example, competencies like negotiation, influencing, and strategic thinking are all essential for any manager. Other competencies, like the application of learning technologies, are more L&D-specific.","full_width":false,"content_band":[{"acf_fc_layout":"social_callout","blockquote":"L&D leaders need, and deserve, to hit \u2018refresh\u2019 on their professional development."},{"acf_fc_layout":"content_area","wysiwyg":"If you are new to the training manager role but have assumed a leadership role before, you might have solid managerial skills but will need to brush up on training manager-specific competencies. On the other hand, if you\u2019ve worked in L&D before but are a new training manager<\/em>, you\u2019ll likely find that you need more training on core leadership skills and competencies.\r\n\r\nShannon Herrera, head of content curation at Go1, one of the world's largest corporate education hubs for online training and resources, says that L&D leaders \u201chave become very consultative in how they work in their organizations.\u201d Skills like communication, negotiation and influencing are critical, along with the ability to be flexible and \u201cthink outside of the box\u201d to continue acting as trusted business partners, she explains. Poeppelman echoes this idea, noting that learning leaders need \u201ccore HR management and people development skills\u201d to perform their roles.\r\n\r\nOther common skills gaps to pay attention to include data analytics<\/a>, managing learning technologies<\/a> and other technical skills that have increased in importance due to the rise of remote learning and working, Herrera says. Data analytics skills are also critical in helping L&D leaders prove the business value of training which, for stakeholders, \u201cis about numbers,\u201d Herrera says.\r\n\r\nWith these common skills gaps and focus areas in mind, use the Training Manager Competency Assessment tool<\/a> to assess your own skills against the model, before moving on to Step 2.\r\n\r\n2. Get the Low-down<\/strong>\r\n\r\nEven with a high level of self-awareness<\/a>, it\u2019s difficult to assess your own skills objectively. The best way to understand what you\u2019re doing well and where you can improve is to ask for honest feedback from your peers, supervisor and direct reports, Herrera says. DuVernet agrees that asking for \u201ctransparency and honest feedback\u201d is an excellent way to assess your skill set. If you\u2019re worried that you won\u2019t receive the candid feedback you need, she suggests collecting it anonymously, whether through a survey, a form, a low-tech suggestions\/feedback box or another method.\r\n\r\nAfter receiving feedback from your peers, employees and supervisors, compare their assessments to your own. Did they identify any areas for improvement that you missed, or in which you thought <\/em>you were high-performing? Take note, and be receptive. Then, put together a comprehensive list of your strengths and weaknesses across the key skills and competencies you need to perform in your current role as well as any future roles you aspire to be in. For instance, you might consider the skills you need for your role now, as a training manager, compared to the skills you\u2019ll need to move into a global training director role.\r\n\r\nIt can be helpful to speak with someone who you admire professionally, or who is in a role you aspire to be in, DuVernet says. Ask them questions like:\r\n