The importance of the strategic learning & development plan

Many healthcare institutions face similar challenges: staff shortages and unbridled growth in the demand for care. The common challenge is how we can continue providing the same care with fewer people. The strategic development plan plays a central role in learning and development. And that also applies to sectors other than healthcare.

For the past six months, I have been responsible as an external advisor for drawing up the Strategic Development Plan (SOP) of Erasmus MC. With 17,000 employees, more than 1200 beds and a floor area of 474,863 m2, Erasmus MC is the largest hospital in the Netherlands. It’s a small village in the centre of Rotterdam, including its own village politics. As a teaching hospital, it is one of the Netherlands’ most prominent tertiary care centres and beyond.

Complex challenges

Like many hospitals, Erasmus MC faces several complex challenges. The growing shortage of employees (due to a highly competitive labour market but also due to outflow) is number 1, closely followed by the ever-increasing demand for care and the consequences of climate change. In addition, other issues play a role, such as migration, diversity, AI’s growing influence, use of big data, and fewer financial resources.

Better retention

These kinds of assignments require a robust vision. Koers28 is Erasmus MC’s strategic response. Even more than in previous versions, learning and development (L&O) is one of the pillars of the new strategy. Considering the motto: ‘The new recruiting is retaining employees’, Erasmus MC knows that L&O is a crucial tool for improving employee retention. The learning and development opportunities that an organisation offers are increasingly a motivator to stay.

Strategic ambitions

The strategic development plan translates the strategic ambitions and challenges into what knowledge and skills are needed within an organisation and which L&O interventions you want to use. It is definitely about the long-term goals and needs of the organisation. Ideally, this is preceded by an inventory of what knowledge, skills and experience are already present, the so-called 0-measurement. It is also important to consider the organisation’s diversity and serve the individual and the group.

Surplus value

Having a strategic development plan offers important added value for an organisation. In addition to better retention, these include:

Development of necessary competencies.
Higher employee satisfaction and more involvement.
Increased capacity for innovation and adaptability.
Strengthening the organisational culture.
Supporting diversity and inclusivity.
Talent retention.
Greater efficiency and effectiveness.
Strategic alignment.
Improved leadership development.

Learning organisation

Another important added value of a strategic development plan is that it contributes to transforming into a learning organisation. A positive, permanent learning culture characterises a learning organisation at all levels of the organisation. A learning organisation can adequately adapt to changing environments and challenges by collecting, sharing, and applying knowledge. It encourages innovation and flexibility and can respond quickly to new information or changes in the market and society.

Sustainable advantage

In 2024, this concept is more important than ever, not just for healthcare! Technological developments, tight labour markets, climate threats, demographic changes, increasing globalisation, political uncertainty, and geopolitical threats force organisations to constantly learn and adapt to remain competitive and relevant. A strategic development plan contributes to the ability of organisations to position themselves as learners and thus build and maintain a sustainable competitive advantage.

Investing in development is a prerequisite for success.

Learning and development are increasingly prerequisites for the success of an organisation. All too often, the focus is still on governance, the organisation chart, allocating tasks, powers and responsibilities. While all this is true, structure is only possible with a positive learning culture. Learning and development, on the other hand, support a strong organisational structure by fostering flexibility, adaptability, and a culture of continuous improvement. Investing in employee development builds a solid foundation of talent and expertise essential to achieving your strategic goals. It enables your employees to gain new skills and knowledge needed in a dynamic world. This process encourages collaboration, knowledge sharing, and innovation, contributing to your organisation’s resilience and adaptability.

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