Advisory
Learning architecture
Learning that fits both the role and the person, aligned with your strategy and applied in daily work
For HR directors, heads of L&D and project managers whose learning offer has become fragmented.
The challenge
From a patchwork of learning to a coherent system
Over the years, courses, platforms and initiatives have been added one by one. The result is a learning offer without a clear overview: people can’t find what they need when they need it, it’s hard to show what learning delivers, and there’s pressure to add AI without a clear plan. Sometimes a new platform is already in place, yet it isn’t used the way you hoped. At the same time, development is often shaped around role requirements alone, so the talent potential and strengths of your people stay out of view and unused, with all the consequences for engagement, performance and retention.
A new platform rarely solves a learning problem on its own. Learning works when it fits how your people work.
How I work
Learning worth the investment
I start by bringing structure and overview. Together with L&D, HR and your managers, I map what is already available and link it to your strategic goals, roles and skills. From there, we design a learning architecture that fits where your organisation stands today and scales as it grows.
Overview and structure
An overview of your current learning offer, platforms and initiatives, linked to your strategic goals, roles and skills. This alone often shows where learning overlaps, where the gaps are and what is no longer needed.
The next best step
Depending on your organisation’s needs and the maturity of your HR and L&D function, that may be learning paths per role, learning in the flow of work, personalised learning that fits each learner, or AI that makes your L&D team’s work more efficient. AI can support each of these steps, and works best when it builds on a clear structure and up-to-date content.
Making a platform work
If a platform such as an LXP is part of the answer, I give you an independent view of what it takes to make it work. Does it fit your strategy and a clear business need? Can your L&D team work with it? Can IT support it? Is the budget there? I lead the implementation, working with your vendor, your IT team or a technical partner from my network.
Talent potential and strengths
The right learning for the right people
Retention
People see their talents recognised and used.
Internal mobility
It becomes clear where else people can add value.
Learning plans usually start from the skills a role requires. I look just as closely at the learner: their talent potential and strengths, what gives them energy and how they prefer to learn. That shapes how learning is designed and delivered, so it lands and sticks. It also leads to sharper decisions on where to invest: which skills to develop in whom, and when a task is better matched to a colleague whose strengths already fit. This is skills-based talent management with the learner firmly in view.
Talent, unlike competencies, relates to you as a person and not to your role.
Measurement
Making the value of learning visible
I measure at two levels, agreed with you at the start.
Evaluating programmes
How participants respond, what they learn, what they apply in their daily work and what it changes in results.
Success measures built into the architecture
Indicators agreed with leaders upfront, a baseline and check moments, using the data your LMS or LXP already collects.
What’s included
From first overview to handover
Depending on where you stand, the work can include:
- A clear overview of your current learning offer: what to keep, improve or retire
- A learning architecture design and roadmap, with quick wins and a phased plan for how it scales
- Learning paths per role, with the learner’s talent potential and strengths in mind
- Independent advice on platforms and AI, and the learning requirements for your vendor or IT team
- Success measures and a baseline, agreed with your leaders upfront
- Implementation led by me, with your vendor, IT team or a technical partner
- A handover with clear ownership, so your L&D team keeps the architecture up to date
Per project, from a few weeks to a few months, or as an interim through an interim agency. On site or online, in English and Dutch.
Experience
Earlier in my career, I was Global Head of Learning & Development, Talent Management and Employee Engagement for RBS Global Client Service, covering 650 employees in 27 countries, and EMEA Director Learning & Development and Talent Management at Belkin. In both roles, I helped shape the design and development of the learning architecture: at RBS with learning paths structured by job profile and competency area, at Belkin with career development tracks. Alongside strategic L&D work, I work closely with people, one-to-one and in teams. So a learning architecture supports your business goals and fits how your people learn, what energises them and how ready they are for new ways of working.
Esther has taken Learning and Development to a whole new level within the RBS Global Client Service organization. She understands the importance of ongoing training for the business and has been instrumental in developing awareness amongst all staff. She has been responsible for creating a Learning and Development framework which included a dedicated L&D website and also drove a number of High Potential initiatives. Besides L&D, Esther is also a good coach who understands the complexity of human nature.
In her role managing the Learning & Development function across RBS Global Client Service, Esther has been able to establish a whole new way of looking at how we train and develop our people: a lot more training and development has since been allocated to more junior talented staff across the globe and the training we provide is much more focused and needs oriented.
Frequently asked questions
Can you work alongside our L&D team?
Yes. I work with your L&D team, managers and providers, and hand over so your team carries the work forward.
Do you build the technology yourself?
I design and lead the process, from the learning design to the requirements for your platform or AI tools. The technical set-up is done by your vendor, your IT team or a technical partner from my network.
Do we need to replace our learning platform?
Not necessarily. I start from what you already have, look at how your current platform can be developed further, and where other tools add value.
We already use Sana or another learning platform. Can you help?
Yes. I look at how the platform is used today, how it connects to your strategy and your people, and what is needed so it delivers what you invested in.
How is pricing set?
Learning architecture projects are priced per project or at a day rate, based on the scope and duration. After the free intake you receive a tailored proposal.
Where does your organisation want to grow next?
Whether you want structure and overview in your learning offer, or a platform that delivers what you invested in, let’s start with a free 30-minute conversation. You’ll leave it with a clearer view of your first step.
Talk through your challenge or ambition