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Certified Learning and Development Strategist - Virtual Learning

Certified Learning and Development Strategist - Virtual Learning

Why Attend

L&D functions face more pressure now than they used to. Skills go out of date faster because of AI and digital change. National transformation and workforce localisation agendas keep changing what organisations need their people to do. Finance teams also want evidence that training spend pays back.

Many L&D teams still work as order-takers. They run catalogues and count training hours, but the organisation's capability gaps stay open. This course moves L&D practitioners into a strategic role. They learn to read the business strategy, find the capability gaps that hold back performance, and build training frameworks tied to KPIs, competencies and career paths. They also learn to source delivery cost-effectively, link learning to talent management, and defend a budget with a clear return case.

The course is AI-enhanced. Throughout the programme, the trainer shows participants how to use AI to produce each module's outputs, such as strategy summaries, competency frameworks, TNA analyses, vendor comparisons, budgets and IDPs, in a fraction of the usual time. Participants leave with a tested prompt library they keep using at work, so the time savings continue long after the course ends.

The outcome: an L&D function that raises productivity, protects critical talent, and shows a measurable return on the organisation's investment.

Associations
Associations
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Overview
Course Methodology

  • Applied and practical: short concept inputs, then hands-on work with ready-to-use templates and tools.
  • AI-enhanced delivery: the trainer guides participants step by step in using AI to draft, analyse and refine every module output, with a reusable prompt library and checks for accuracy and data confidentiality, saving time during and after the course.
  • One integrated case: a single case organisation runs through all five modules, so each output feeds the next one.
  • Bring your own organisation: participants bring their own strategy, KPIs and competency documents, and apply each tool to them.
  • Capstone: each participant builds an L&D strategy and plan for their own organisation and presents it to a panel for certification.
  • Peer learning: group work, benchmarking discussions and structured feedback throughout.

Course Objectives

By the end of the course, participants will be able to:

  • Translate the organisational strategy into a one-page L&D strategy that links each strategic objective to a capability priority.
  • Design a role-based training framework that maps KPIs, competencies and career milestones to defined learning curricula.
  • Conduct a multi-level TNA and prioritise the gaps against organisational directives in an annual training plan.
  • Evaluate delivery options and vendors with a weighted scoring model, and build a costed L&D budget with an ROI case.
  • Construct IDPs from performance, criticality and assessment-centre results for critical-role incumbents.
Target Audience
  • L&D, training and talent development managers and specialists
  • HR business partners who own development plans for their business units
  • HR professionals moving into L&D or talent management roles
  • Organisational development and capability-building leads
  • Heads of HR who oversee the L&D strategy and budget
Target Competencies

  • Strategic L&D Alignment...Turning business strategy into learning priorities

  • Learning Architecture Design...Building frameworks from KPIs, competencies, and career paths

  • Training Needs Analysis & Prioritisation...Diagnosing gaps and ranking them against organisational directives
  • Learning Sourcing & Investment Management...Choosing vendors and delivery models, budgeting, and measuring ROI
  • Talent Assessment & Development Planning...Turning talent data into targeted development
  • AI-Enabled L&D Practice...Enhance developing, analysing, and refining L&D outputs efficiently, accurately, and with confidentiality
Course Outline
  • From Organisational Strategy to Learning Strategy 
    • Reading strategy documents: vision, strategic objectives, scorecard and transformation initiatives
    • Finding the capability implications: what the organisation must be able to do differently
    • The L&D strategy structure: priorities, target segments, delivery model and governance
    • Aligning with the HR strategy and the strategic workforce plan
    • The L&D strategy on a page, and how to secure executive sponsorship
  • Building Training Frameworks on KPIs, Competencies and Career Progression
    • KPI-driven learning: linking role KPIs to the skills that drive performance
    • Competency-based curricula by job family and proficiency level (core, leadership, technical)
    • Career-path learning journeys for promotions, grade progression and lateral moves
    • Catalogue structure: mandatory, role-based, developmental and elective
    • Mapping delivery formats to each need (70-20-10, blended and digital)
  • Training Needs Analysis and Alignment to Organisational Directives
    • TNA at three levels: organisation, job and individual
    • Data sources and tools: KPI gaps, performance results, competency assessments, surveys and interviews
    • Separating training gaps from non-training gaps (process, tools, motivation)
    • A prioritisation matrix that weighs strategic weight, gap severity and population size
    • Turning TNA findings into the annual training plan
  • Delivery Sourcing, Budget and Return on Investment
    • Build, buy or borrow: in-house, customised outsourced, public sessions or digital, and which courses suit each
    • Vendor selection: RFP, weighted scoring, due diligence, contracts and SLAs
    • Budget building: zero-based versus historical, cost categories and cost-per-participant benchmarks
    • Budget control, in-year reallocation and reporting
    • Measuring impact: Kirkpatrick levels and Phillips ROI
  • Talent Management, from Performance to IDPs
    • From performance to potential: the 9-box grid and calibration
    • Criticality assessment: role criticality, flight risk and impact of loss
    • Assessment and development centres: design, exercises and assessor calibration
    • IDPs: turning assessment results into 70-20-10 development actions and tracking them
    • Linking talent outputs to succession planning and the L&D plan
Associations
Society for Human Resource Management (SHRM)

Meirc is recognized by the Society for Human Resources Management (SHRM) as a Recertification Provider. This recognition implies that participants who attend any of the SHRM approved programs delivered by Meirc Training & Consulting will earn a number of Professional Development Credits (PDCs) which will help them maintain their certification in SHRM-CP or SHRM-SCP.

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Schedule & Fees
2026 Schedule & Fees

There are no public sessions remaining for the course this year. Please contact us if you wish to have a customized in-house session, or to find out how an additional public session can be scheduled.

Fees + VAT as applicable Discount Plans & Cancellations Policy

Meirc reserves the right to alter dates, content, venue, trainer, and to offer courses in an integrated virtual learning (IVL) format whereby face to face classroom participants and virtual learners participate simultaneously in the same course in an interactive learning experience.

Tax Registration Number: 100064080300003

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