Building a Value System for Your L&D Department

Working in Learning and Development (L&D) can be hectic and downright chaotic. Requests come from every direction, leaving you with a pipeline so jammed that nothing moves forward at a decent pace. How do you solve this "log jam"? Building a strong value system can make the difference between a department that struggles and one that thrives. In this post, we'll dive into how a solid set of core values can revolutionize your L&D team's effectiveness and reputation.

The Challenge

A few years ago, I stepped into a new role as a training manager at a company. The L&D department was divided into two halves, and I was part of one team. As I settled in with my counterpart, it became painfully clear that we were under some serious fire.

We had a lot of issues to handle:

• Accusations of inefficiency and lack of productivity

• A disorganized project pipeline that seemed impossible to manage

• No clear process for vetting or prioritizing requests

• A tendency to say "yes" to everything—regardless of feasibility

The good news was that everyone wanted our help. The bad news? We were stuck in this overwhelming cycle, and nothing was moving. So, we dove headfirst into an internal analysis of our pipeline and processes. It wasn’t going to be easy—we had a lot of trust to rebuild.

Uncovering the Facts (and Another Problem)

What was really happening in our department? We had to dig deep and figure out where things were going wrong. First off, the request pipeline was clogged with half-baked asks that hadn’t been properly vetted. That needed to stop. A majority of the requests were a waste of resources or didn’t have a clear business goal.

"A majority of the requests needed a real intake process, or they were blatantly a waste of resources."

Within two weeks, we cleaned house. We taught the team how to run high-quality intake processes, but that revealed another issue: inconsistent decision-making. We needed a way to ensure that everyone made decisions based on the same framework, preventing premature requests from sneaking into the pipeline.

"We needed consistency in decision-making."

The Solution: Creating a Value System

To fix the root problem, we established a set of core values for our department. The trick? Aligning them with the company’s values (you know, the ones posted on the website that get mentioned in onboarding classes). Now, you might think, “That’s a fluffy activity that won’t work,” and a few years ago, I’d have agreed with you. But here’s the thing—core values, when done right, should guide decision-making for everyone in the department.

It Got Real (the Results)

Once we defined and agreed on the values, my co-manager and I knew we had to sell them to the team. We didn’t want to funnel everything up to leadership just to maintain control; we wanted the team empowered to make decisions independently and consistently.

So, we built the pitch. The deck was polished, the meeting was set.

At first, the team worried that we were just adding more tasks to their plates. But when they saw the streamlined workflow and new approach, they let out a sigh of relief. We introduced the new intake template, committed to sitting in on all intake calls for a month, and coached them through scoping each request.

The results were remarkable:

• The value system became the anchor for all decision-making

• Team members learned how to vet, prioritize, and even decline requests professionally

• The pipeline started moving efficiently

• Low-priority requests were canceled or put on hold

• Resources were redirected to high-impact projects

  
  

How to Implement a Value System in Your Department

Want to replicate this process in your team? Here’s how we did it:

1. Conduct a thorough analysis of your current processes and bottlenecks.

2. Align your departmental values with your company's core values.

3. Implement a structured intake and vetting process for new requests.

4. Regularly review and adjust the system based on outcomes and feedback.

   
   

The Impact

It was a rocky road, but it paid off. For the first time in a long time, the team felt unified, supported, and maybe even happy. By implementing a value system, we completely transformed the way our L&D department operated.

We didn’t just fix our pipeline—we repaired our department’s reputation, increased the quality of our training products, boosted team morale, and aligned ourselves better with the company’s overall goals.

Conclusion

Building a value system isn’t just a fluffy exercise—it’s a practical tool that can drive real change. By clearly defining what matters most and using those values to guide every decision, you can transform your team’s effectiveness, reputation, and impact within your organization.

The key is to consistently apply these values in your day-to-day work. With time and dedication, your department will see a marked improvement in performance and perception.