Doing What?

Key Takeaways

• L&D titles often overstate consulting responsibilities.
• Mismatched expectations lead to delivery‑focused work, not strategy.
• Four distinct L&D functions: consulting, brokering, design, systems.
• Clear role definitions improve impact and stakeholder trust.
• Inflated titles signal insecurity, not expertise.

Summary

The article highlights a growing mismatch between Learning and Development (L&D) job titles and actual responsibilities. Many organisations label roles as "Consultant" while the day‑to‑day work centers on content creation, LMS administration, and user support. This title inflation creates expectation gaps, hampers strategic influence, and reduces overall L&D impact. The author proposes separating L&D work into four clear functions—consulting, brokering, design and production, and systems—to align titles with duties.

Pulse Analysis

The surge in "Learning and Development Consultant" titles reflects a broader trend of job‑title inflation across corporate functions. Companies adopt the consultant label to boost perceived expertise and attract talent, yet the actual duties frequently revolve around building modules, managing learning management systems, and troubleshooting user issues. This disconnect not only misleads candidates during recruitment but also sets unrealistic expectations with business partners, who anticipate strategic guidance that never materialises. As a result, L&D teams become reactive content factories rather than proactive change agents.

A more effective framework separates L&D work into four distinct categories. Consulting involves diagnosing performance gaps, shaping demand, and recommending interventions. Brokering translates business needs into learning solutions while navigating stakeholder politics. Design and production focus on creating high‑quality learning assets, and systems manage platforms, data, and analytics. By assigning dedicated roles for each function, organisations can clarify responsibilities, align incentives, and ensure that strategic consulting is performed by those with the requisite authority and skill set.

When titles accurately reflect duties, L&D gains legitimacy and can influence decision‑making at the executive level. Clear role demarcation reduces the "busy‑work" trap, improves stakeholder trust, and enables measurable impact on performance metrics such as employee productivity and retention. Companies should audit existing L&D positions, rename roles to match actual work, and embed consulting authority through proven diagnostic capabilities. This disciplined approach transforms learning from a support service into a strategic driver of competitive advantage.