Prioritizing to Ensure Success in Learning and Development

June 9, 2023

Steven Childs, CHRO of Panasonic Automotive and an executive coach, delves into the dynamic world of learning and development. With the evolving priorities and transformations within organizations, Childs emphasizes the vast opportunities present in the L&D space. He emphasizes the need to consolidate various aspects, such as technology tools, leadership skills, and mindset, under the umbrella of a “modern workplace,” where transparency and continuous learning are valued. Childs draws inspiration from companies like Worldwide Technologies (WWT), where the executive team’s unwavering commitment to developing leaders and embedding L&D in their culture sets an example for organizations worldwide.

As Childs reflects on his role in L&D, he expresses excitement about the open landscape that exists today. Organizations are no longer just grappling with what to cultivate in terms of learning objectives but are now faced with the challenge of prioritizing and maximizing the potential of their L&D initiatives. This shift towards employee experience and holistic development stems from the recognition that increased leadership skills are no longer a mere luxury but a necessity for success in today’s business environment. Authenticity, effective communication, and change navigation have become crucial competencies for leaders to remain competitive and lead at a high level.

Childs describes how Panasonic Automotive has shifted from a traditional approach of HR and L&D teams delivering training to leveraging their high-potential team as trainers. This shift has not only increased engagement but also allowed employees to participate in workshops tailored to their specific needs and development plans.

Drawing inspiration from companies like WWT, Childs champions the notion of bringing L&D into the heart of an organization’s culture. He highlights the exceptional commitment demonstrated by the executive team at WWT in holding themselves accountable for developing leaders and making L&D an integral part of their organizational fabric.

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