Amid the constellation of issues that CHROs and talent leaders oversee, it’s easy for learning and development (L&D) to get lost in the shuffle, orbiting beyond the universe of seemingly more pressing, bottom-line matters like managing bonus allocations, recruiting, and retaining pivotal talent.

Indeed, if talent management were a family unit, learning and development would be the middle child, oft-overlooked in favor of siblings. That perception results largely from many organizations still viewing L&D as a luxury, something that is undertaken only in times of robust budgets or to douse the flames of temporary performance problems.

Another school of thought holds that training and development too often competes ...

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