Learning and development (Blog 3)

Introduction to Learning and development

Learning and development is a function of human resource management concerned with organisational activity aimed on better performance of individuals and groups in organisational settings. Towler and Dipboye (2009) emphasis that learning and development can be a source of competitive advantage where employees gain appropriate new knowledge and skills which provides a strong argument for organisations to invest in their employees, so that they can reap the benefits and differentiate themselves from their competitors. 

(Figure 1: Components of human resource development)

Learning: A person acquires and develops new knowledge, skills, capabilities, behaviors and attitudes is the learning. ‘Learning has happened when people can demonstrate that they know something that they didn’t know before and when they can do something they couldn’t do before' (Honey and Mumford, 1996).
Development: Development is that ensuring a person’s ability and potential are grown and realized through the provision of learning experiences or through self-directed learning. 

Strategy of Learning and Development  Process

                                                               (Figure 2 : Learning & Development Process)

Learning and development strategy represents the approach an organization adopts to ensure that now and in the future, learning and development activities support the achievement of its goals by developing the skills and capacities of individuals and contribute to Departmental effectiveness. Anderson (2009) says that the extent to which learning and development can be linked to the strategy depends on how close an alignment exists.

The steps required to develop a learning and development strategy as described by Harrison (2005) are:

• Agree on the strategy-making team.
• Clarify organizational mission.
• Explore core values.
• Identify the strategic issues facing the organization.
• Agree on strategy and strategic plan.

In an Organization, line managers are playing a critical role in facilitating learning in the organization reinforces the earlier findings of the Industrial Society and lack of line manager support is one of the main problems encountered in evaluating training (Beattie, 2006).

All Departments need line managers and staff with the requisite knowledge, skills, behaviors and attributes (competencies) to enable it to fulfil its mandate and achieve its objectives. To establish if the current competency level is adequate to meet current and future business needs, a Training Need Analysis (TNA) is conducted to identify gaps and any learning and development needs. Training Need Analysis ensures that training focuses on those skills which are to be acquired by the trainees to perform their assigned jobs and trainings must be relevant, and organized in a manner that an interest and value is created to ensure active participation by the trainees.

References 

• Anderson, V. (2009) ‘The Value of Learning’, London, CIPD.

• Beattie, S. (2006) ‘Line managers and workplace learning: Learning from the voluntary sector’, Human Resource Development International, 9(1), pp. 99-119.

• Harrison, R. (2005) ‘Learning and Development’, 4^th edn., CIPD, London.

• Honey, P. and Mumford, A. (1996) ‘The Manual of Learning Styles’, 3^rd edn., Honey Publications, Maidenhead.

• Towler, J. and Dipboye, L. (2009) ‘Effects of Trainer Expressiveness, Organization and Training Orientation on Training Outcomes’, Journal of Applied Psychology, 86(4), pp. 664-673.

• Figure 1: Armstrong, M. (2006) Components of human resource development, . ‘A Handbook of Human Resource Management Practice’, 10th edn., London, Kogan Page, p. 534.

• Figure 2 : SketchBubble. (2018). Learning and Development Process. [Online] Available at: https://www.sketchbubble.com/en/presentation-learning-development.html (Accessed on: 20 August 2018).