Should L&D professionals be subject matter experts?

The evolution of the L&D role: from trainer to strategic partner

The role of L&D has shifted from purely delivering training to becoming strategic partners that shape business outcomes. “If L&D experts are expected to be subject matter experts, the maximum potential of L&D is not being realized. L&D's job is to identify learning needs together with team leaders, managers and HR Business partners and then to develop appropriate solutions”, HD consultant Jill Sniekers opens the discussion.

L&D professionals as methodology experts, not just trainers

In some organizations, L&D departments are directly responsible for delivering training programs. While this approach can be effective in specific contexts, a broader view reveals greater value in leveraging the strengths of L&D in methodology and pedagogy. Marie Clémençon emphasizes this point: “I strongly support the idea of L&D as methodological specialists who can guide and assist business experts in conveying their expertise.” In her view, L&D teams don’t need to have subject matter expertise but should instead focus on facilitating learning and guiding experts within the business to transfer their knowledge effectively.

This approach positions L&D as a mediator between subject matter experts and learners, ensuring that the learning process is well-designed, purposeful, and aligned with company goals.

Business acumen: the foundation of strategic L&D

A prominent theme that emerged in the discussions was the importance of business acumen. While deep expertise in a particular subject area may not be essential for L&D professionals, a strong grasp of business fundamentals is critical.

To be a valid business partner, L&D professionals must understand the organization’s objectives, challenges, and market dynamics. This knowledge enables them to design programs that are not only relevant but impactful. L&D expert Laura Evenepoel emphasized that, “As an L&D expert, you get to know the business better over time, which allows you to offer more added value, even in subject-specific areas.” This growing familiarity helps L&D teams anticipate learning needs, identify skills gaps, and craft tailored solutions that support the organization’s long-term success.

The “Make or Buy” dilemma: internal development vs. outsourcing

Another key consideration in L&D strategy is the “make or buy” decision—whether to develop training content internally or to outsource. Nico De Neve shared his approach, describing how he developed an F&A Academy for bookkeeping professionals by consulting with internal consultants to capture essential content, demonstrating the value of using in-house expertise combined with methodological guidance from L&D.

The decision often hinges on the organization’s available resources and expertise. If internal experts are available, L&D can collaborate with them to create relevant programs. However, when in-house expertise is limited, outsourcing becomes a practical option, allowing the L&D team to ensure that training remains effective and up-to-date.

Creating the conditions for learning: a unique skill set

Another central debate in this area revolves around who is best in front to act as a trainer. Nico argued: “The biggest subject matter expert isn’t necessarily the best trainer,” highlighting that while knowledge is important, effective learning design requires a different skill set. Strong trainers combine both subject matter expertise and teaching skills.

By focusing on learning methodologies and instructional design, L&D professionals together with subject matter experts can craft engaging, impactful learning experiences without necessarily being deep experts in every subject area they cover themselves. Instead, they act as facilitators who bridge the gap between business needs and the learning process, asking the right questions and engaging effectively with subject matter experts.

The shift toward strategic business alignment

As the L&D function becomes more strategically oriented, it is also increasingly aligned with business goals. Effective L&D today is not just about developing skills—it’s about shaping an agile, knowledgeable workforce that is prepared for future challenges. Through strategic partnerships within the business and the careful use of internal and external resources, L&D can drive organizational resilience and adaptability.

By fostering a culture of continuous learning, L&D professionals can have a meaningful, lasting impact on employees’ development and the organization’s success.

Conclusion: L&D as a strategic business driver

The insights shared by our experts reveal the shift of L&D from a training function to a strategic driver within businesses. In today’s workplace, L&D is not merely a support function but an integral component of the company’s overall strategy. The emphasis on business acumen, strategic alignment, and learning facilitation over strict subject matter expertise reflects the changing demands of the role.

In an ideal world, L&D professionals possess a sound understanding of the business and can adapt quickly to different fields. Yet, their true value lies in designing impactful, pedagogically sound learning experiences that align with business objectives. By fostering a culture of knowledge-sharing and continuous improvement, today’s L&D professionals can bridge the gap between learning needs and business outcomes, ensuring that the organization remains resilient, competitive, and forward-looking.

Discover the other blogs in this L&D series

• Why are ‘skills of the future’, ‘upskilling’ and ‘reskilling’ so trending?
• How to translate L&D efforts into learning?
• Should L&D experts put more effort into measuring ROI?