Performa
nce
Managem
ent &
INDU1106 Lecture 7
Learning
Raluca
Marinciu
r.marinciu@gre
.ac.uk
Aims of the
session
Definitions: Training, Learning,
Development, Organisational learning
Strategic Learning and Development A
range of different methods available for
workplace learning Benefits and
disadvantages of different L&D
methods Evaluation of Learning
Organisati Performance
onal
strategy
Management process
Business Training &
developme
plans
1. 2. 3. nt
Managin Reviewin
g
Ongoing g
Periodic Talent
Setting
Plannin
expectations
and performance appraisal management
feedback, (annual?)
g
objectives
Job or grade coaching, Provide Rewar
level
and interim feedback, d
behaviors and reviews performance
competencies
rating, and Managing
make formal this poor
performan
ce
Exit
Adapted from Brewster et al ?
Definitio
ns
Trainin
enhance work performance and current or
g:
special personal knowledge, skills and
attitudes (Romanowska, 1993).
Learning:
qualitative and permanent change (Marton
and Ramsden, 1988).
Development:
longer term concept uncertain future
(Nadler and Wiggs, 1986).
Training, Learning, Development
(TLD) and the Organisation
From: Time specific behavioural
change. (Nadler, 1970)
To: Strategic Human Resource Development for
long term future and business strategy.
(Hall, 1984)
STRATEGIC L&D
DEFINITION
An approach to helping people to learn and develop
that is concerned with how the organisation’s goals will
be achieved through its human resources by means of
integrated learning and development strategies, policies
and practices. Strategic L&D aims to produce a
coherent and comprehensive framework for
developing people through
1.The creation of a learning culture 2.The formulation
of organisational learning strategies 3.The formulation
of individual learning strategies.
1. The Creation of
LEARNING
One CULTURE
in which learning is recognised by top management,
line managers and employees generally as an essential
organisational process to which they are committed and in
which they engage continuously.
Reynolds (2004, p 9) described a learning
culture as a ‘growth medium’, in which
‘employees will commit to a range of positive
discretionary behaviours, including learning’.
2. The formation of ORGANIZATIONAL
LEARNING STRATEGIES
Organisational learning is the development and acquisition
in organizations of knowledge, understanding, insights,
techniques and practices in order to improve organisational
effectiveness. Organisational learning strategies aim to
improve organisational effectiveness through the development
and acquisition of knowledge, understanding, insights,
techniques and practices.
Learning and
development
Individual Leadership &
Organizational Blended
learning and Training management
learning learning
development development
Formal
Knowledge Workplace on-the-job
management learning training
Self-directed Formal
learning off-the-job
training
E-learning
Coaching and
mentoring
3. The Formation of INDIVIDUAL LEARNING
STRATEGIES
Individual learning comprises the processes and programmes
used to ensure that individual employees acquire and
develop the new knowledge, skills, capabilities,
behaviours and attitudes required to perform
their roles effectively and to develop their potential.
Learning and
development
Individual Leadership &
Organizational Blended
learning and Training management
learning learning
development development
Formal
Knowledge Workplace on-the-job
management learning training
Self-directed Formal
learning off-the-job
training
E-learning
Coaching and
mentoring
THE NATURE OF WORKPLACE
LEARNING
Learning in the workplace is mainly informal although line
managers have an important part to play in facilitating it
through coaching and by arranging supporting activities,
including formal training sessions.
SELF-DIRECTED
LEARNING
Self-directed learning takes place when individuals set their
own learning goals and plan for themselves how they are to
be attained through self-managed learning.
Self-managed learning is based on a process of recording
achievement and action planning.
Individuals review and reflect on what they have learnt,
what they have achieved, what their goals are, how they
are going to achieve those goals and what new learning
they need to acquire.
ENHANCING WORKPLACE
LEARNING
Workplace learning involves self-directed and self-
managed learning. It is enhanced by:
coaching
mentoring e-
learning planned
experience
Some more formal training activities can take place
in the workplace.
COMPONENTS OF LEARNING AND
DEVELOPMENT
Learning and
development
Individual Leadership &
Organizational Blended
learning and Training management
learning learning
development development
Formal
Knowledge Workplace on-the-job
management learning training
Self-directed Formal
learning off-the-job
training
E-learning
Coaching and
mentoring
TRAINING DEFINITION
Training is the use of systematic and planned instruction
activities to promote learning.
THE JUSTIFICATION FOR
TRAINING
The knowledge or skills cannot be acquired in the workplace or by self-
directed learning. Different skills are required by a number of people.
The tasks to be carried out are specialised or complex. There is a
learning need common to a number of people.
SYSTEMATIC TRAINING
MODEL
Identify learning
needs
Plan training
programmes
Techniqu Faciliti
es Trainer
es Location s
Implement
s
training
Evaluate
training
APPROACHES TO LEARNING
AND DEVELOPMENT
The starting point for learning and development is the systematic
identification of learning needs.
LEARNING NEEDS ANALYSIS:
IDENTIFYING THE LEARNING
GAP
What is Learning gap What should be
Actual performance Performance levels
levels Knowledge required Knowledge
and skill possessed and skill required
Reasons for Performance
Gaps
Learning and Non Learning and
Development Reasons Development Reasons
Weaknesses in: Weaknesses in:
Selection and Performance feedback
induction Low motivation
Setting performance Equipment/IT support
standards Job design
TLD interventions Communication
Manager support Cultures and
post-learning. relationships
IDENTIFYING LEARNING
NEEDS MODE
L
Corporate Function Individual
Business plans Human resource Training Performance Job and role
plans surveys reviews analysis
Formal
Schemes
Any learning and development scheme
forming part of a formal organisational
process is considered formal training
Most common formal schemes
are formal training courses,
coaching, mentoring, job rotation
and job shadowing
Formal Schemes:
Training courses
Training courses are usually designed and delivered with
specific focus and in the context of the organisation Usually
trainer / tutor led at a specified time Can be meeting based
(presentation followed by discussion) or activity based (using
a work related simulation) or a combination of these
approaches Benefits of formal training are that the content
can be designed in advance, is given in a structured manner,
costs and length of time are known and the course is
relatively easy to plan and prepare for Disadvantages can
be the course being ineffectual with participants only
attending because they have to, context being too rigid and
may be costly for the benefits gained
Formal Schemes:
Coaching
Coaching can be both formal and informal
Expect staff can act as coaches to oversee and
support another individual becoming more
effective at specific skill or task May be
scheduled into work time or on a need basis
Advantage as being very relevant and focused
on what is required, may be cost and time
effective and can be used at all levels in the
organisation Disadvantage are that success
is dependant on the individual skill of the coach,
and assumes that they have the required
knowledge and skills (risk of poor performance
being passed on)
Formal Schemes:
Mentoring
Mentoring can also be formal or informal This is a one-
to-one relationship Focus of relationship is on the
mentees individual development and personal
development and growth Advantage: It is beneficial
as it is not just work related and allows for a wider
perspective Disadvantage: Its success is dependant
on the personal skill and expertise of the mentor Job
shadowing allows an individual to sit alongside another
to see what, when and how they do a particular role
(assumes the individual being observed is competent)
Can AI be your
next mentor?
Text
Hello, my name is Tony and I can be your mentor
whilst you join your new organisation on the
graduate programme. I can be there for you 24/7
and answer any question you may have. If I am
unsure, I will escalate it to the right HR
department. Am I not better than a human
mentor that is probably snowed under and will
not really have time for you unless you buy them
a coffee?
Informal
Schemes
Increased use of informal methods of
workplace learning These might
include:
Workbooks
Electronic resources
Private reading
Allows the individual to work when and
where they like, the context studied can be
more flexible and focused on an individuals
needs
Informal
Schemes
The methods used within organisations will vary
greatly dependant on:
Resource available e.g. time, money, space (smaller
organisations may have less of these) Type of business (a
highly regulated organisation will most likely need more
formal training) The number of skilled experienced Learning
and development professionals in the business (an
absence of these will make training less likely)
Organisational structure (whether learning and
development are open to all or just senior staff) Style and
culture of the organisation (learning as part of personal
development or learning just to meet a specific need)
Informal Schemes:
E-learning
The use of e-learning has increased Can be
used at an individuals desk, at own speed,
with opportunities to review and usually
have the ability to conduct tests to check
understanding However the learner has to
be self motivated, the work is unsupervised
(less opportunity to get guidance) and it
assumes that the technology will work or is
available
Informal Schemes:
Blended-learning
Blended learning is the term used to
describe a mixture of formal and informal
learning using a range of different learning
media and methods that may be tailored to
suit the individual / team / organisation
However more difficult to plan, monitor
progress and may be more costly An
effective appraisal system will support
workplace learning and development
The
integratio
n between
TLD and
Performan
ce
Managem
ent
Sourc
e:
Hutchins
on
(201
3)
The
integratio
n between
TLD and
Performan
ce
Managem
ent
Sourc
e:
Hutchins
on
(201
3)
Learning Whilst
Working
Induction should be an ongoing process and aims to
help new staff feel integrated into the organisation
Apprenticeships are usually found in craft / trade roles,
with a focus on learning and development combining
both theoretical and practical experience Many
apprenticeships are funded by government schemes
(e.g. Learning and skills council), and are also subject to
independent inspection There has been an increasing
move to competency based schemes, occupational
schemes usually have national standards such as
NVQ’s
Learning Whilst
Working
Many organisations use placements, secondments and
attachments to help develop staff Enable staff to gain
insight to a new role As these may cover a significant
period of time these methods need to be planned to
ensure work is covered, how the individual will be trained
in the new role and any location issues are considered
Larger organisations may also run graduate programmes
to attract promising people into the organisation with a
view to make them permanent at the end of the position
Learning Whilst
Working
Organisations keen on employee
development may provide a resource /
learning centre Resources available might
include magazines, journals, videos,
DVD’s, course details, computer terminals
and course information Workplace
learning can receive funding from
government bodies such as the Learning
Skills Council and are subject to
inspection and review
EVALUATION OF
LEARNING
Evaluation is an integral feature of learning activities. It
is the comparison of objectives with outcomes to
answer the question of how far the event has achieved
its purpose.
LEVELS OF LEARNING
EVALUATION
Level 1: Reaction Level 2:
Evaluate learning Level 3:
Evaluate behaviour Level 4:
Evaluate results
Kirkpatrick (1994)
Lecture
summary
Within organisation training, learning and development
opportunities can take many forms and be very wide in
approach and content The key must always be what it is
that should be learned, and exactly how this can be best
done bearing in mind the context, the nature of the
work, the people involved, and the cost in both time and
money
Lecture
Getting the summary
best fit between the form of training, the
organisation and the individual is often a challenge. Each
organisation should check the effectiveness of initiatives to
ensure that the workforce is as skilled and knowledgeable as
possible. Weak induction programmes can often lead to new
staff leaving prematurely. An effective induction is a
programme of study is ongoing and deals with key issues over
a period of time that slowly merges and leads naturally into the
organisation mainstream development programme
Conclusio
n
Workplace learning and development is often linked to a robust
and well operating Appraisal or Performance Management
scheme. This enables the development activity to be planned and
monitored as a natural part of everyday performance The extent
to which learners have access to resources in the form of
materials and personal learning support will often determine the
effectiveness of the learning Workplace learning can be
associated with a wide range of qualifications, or simply for the
benefit of the organisation, the team and the individual Learning
benefits people and organisations. However, it may be more
difficult to access in a smaller organisation or department
Key
Takeaway
The difference between Learning, Training and Development Strategic
Learning and Development: Learning culture, Organisational and
s Individual learning strategies Formal and informal schemes of learning
Evaluation of learning
Loki’s Library Essential
reading list
From our core textbooks – e-books available on Moodle
Hutchinson (2013) – Chapter 7
See more materials on Moodle Week 7
No Time to Sleep Yet!!!
