Learning & Talent Development

2. Learning & Talent Development

3. Learning & Development Learning By the end of this unit you will be able to • Describe and distinguish between learning, education, training, development, competencies and learning organisations. • Describe the reasons why organisations need to invest in training and the benefits of training • Describe what is meant by an organisations training policy and the factors that may influence it • Describe 6 models of employee development • Identify the key stages in the training process • Describe how to identify training needs in an organisation • Discuss the process of implementing training • Evaluate different methods for training and development • Discuss how to evaluate training and development in organisations.

4. UL/CIPDLearning & Development Survey, Ireland 2007 • Workplace training investment is falling • As a % of total payroll costs • 2001 3.85% • 2003 3.55% • 2007 3.13 • MNCs and companies with > 500 employees continue to be the leaders in this area

5. UL/CIPD Learning & Development Survey, Ireland 2007 • Line mgr & top team buy in & commitment is the greatest challenge • Leadership development is one of the most strategically important areas of training • Emphasis on return on investment versus return on expectation • Emphasis on qualifications based training

6. UL/CIPDLearning & Development Survey, Ireland 2007 Role of line manager in training includes • Induction • Providing challenging work assignments • Job rotation & multi skilling • Coaching & guiding • Training needs identification • Provision of informal learning • Management of secondments

7. CIPD 2009 Learning & Development Survey • Line Manager development (61%) a priority • Building an L&D culture (50%) a priority • Line manager role as a coach still seen as key • Interpersonal(79%) & communication skills (74%) seen as the most important to recruit for in an employee • Developing management & leadership skills (81%)seen as most important in meeting business goals over next two years. • Talent management is more prevalent in large organisations. Most popular methods are in house programmes & coaching • 2/3 of organisations use coaching and is generally viewed positively as an L&D method

8. Learning • A process through which people assimilate knowledge/skills that results in relatively permanent change in behaviour • Conscious or unconscious • Formal or informal • Requires some element of practice or experience • Continuous • Continuous payback to the company

9. Education • person oriented, • broad, abstract, • Assimilation of knowledge & understanding • Lifelong • Pass or fail • Not necessarily linked to company aims

10. Training • “Planned programmes designed to improve performance at the individual, group, and/or organisational levels.”Cascio, 1995 • Acquisition of knowledge,skills & abilities, • Job oriented • Requires a change in performance • Can be very specific • Short term • Very structured • Immediate payback to company

11. Development • Broad concept • Future oriented • About growth and enhancement of the individual • Preparation for future roles • Long term • Medium to long term pay back

12. Competencies • Lots of different definitions and meanings but broadly speaking there are 2 basic meanings: • Vocationally based – the competencies for a job i.e the behavioural characteristics and standards of performance that need to be attained • Focuses on the nature of skills & abilities that the individual brings to a job e.g creativity, managerial courage, presentation skills, customer focus

13. Learning Organisation or Learning Culture? • Associate with Argyris & Schon (1978), Morgan (1986), Sage (1990), Pedal, Burgoyne & Boydell (1991) • A distinct concept • Relatively new • Different interpretations • A participative learning system that places an emphasis on information exchange and on being open to enquiry & self criticism • About a company facilitating continuous development & transformation • An organisation that facilitates the continuous learning of all of its members and continuously transforms itself (Pedlar et al 1991)

14. Task : Read the CIPD Factsheet Learning & Talent Development – an overview • Define learning? • What is talent management? • How do people learn? • Explain the term learning intervention? • Which type of learning interventions do employees prefer?

15. TASK: List reasons why training is important in a food retail organisation?

16. Why is training important to the organisation? • A means of increasing effectiveness • Key to competitive advantage • Improve ability to innovate • Cope with rapid technological development • Cope with greater competition

17. Why is training important to the organisation? (1) • Organisational delayering • Employee empowerment • Flexibility • Demographic changes • Peters & Waterman (1982); Excellence Movement

18. Why is training important to the organisation? (2) • McLagan (1989) identified reduced cycle times, quality, teams as significant factors which required greater flexibiliyt and commitment from employees • Barrow & McLoughlin (1992) suggest that companies in the ’90s require employees that are • Ability to learn new skills & adapt • Conceptual skills • Work on own initiative with minimum supervision • Customer focus • Skills such as problem solving, creative thinking, innovativeness

19. Benefits of Training • Improve performance • Improve operational flexibility • Attract high-quality employees • Increase employee commitment • Help manage change • Help develop a positive culture • Provide higher levels of service to customers

20. Training Policy • Explains company’s overall attitude to training • Sets out priorities, standards, scope of training activities • Provides the framework • Can be seen as a cost or as competitive advantage • Explicit or implicit

21. Influences on Training Policy • Legislation • Economic climate • Company performance • Technological changes • Labour market • Company resources • Nature of the product/service • Employee expectations/level of influence • Management views on the value of training

22. Above is a list of factors which may influence training policy – can you think of a ‘real life’ example of each factor. Please list below.

23. Question 1 Question 2

24. Range of employee development models • Unsystematic model • Problem centred model • Systematic model • Cycle of training model • Effective improvement model • Business-focused strategic model

25. Training & Development Cycle http://www.hrobjective.com/en/training.htm

26. Key Stages in the employee training and development process 1. Assessment of needs Organisational analysis Task/job analysis Individual analysis 2. Training Design & Define objectives Delivery Develop training methods Select & prep trainees Conduct training 3. Transfer & evaluation Facilitate learning transfer of learning Conduct evaluation

27. STAGE 1: ASSESSMENT OF NEEDS • “A systematic process of determining and ordering training goals, measuring training needs, and deciding on priorities for training action.” Gunnigle et al 1997 • Also known as identification of training needs or training needs analysis (TNA) • Key question here is: What is the gap? • Can be current, future or both?

28. 3 levels of need analysis • Organisational • Job • Individual

29. Organisational • Long term training and development needs • Sparrow & Bognanno (1993) refer to the development of a competency profile for the organisation. There are 4 different categories of competency which a company needs to recognise • Emerging competences • Maturing competences • Transitional competences • Core competences

30. Where would you find out about organisational needs?Organisational Needs – Data sources • Corporate objectives and business plan • Human Resource plans • Staffing plans • Skills inventories • Statistics • System changes • Management requests • Exit interviews

31. Where would you find data about job needs?Job needs – Data sources • Staffing plans • Job analysis/ job descriptions • Task analysis • Person specifications • Training surveys • Performing the job • Observation • Review of literature • Ask questions • Working groups • Analyse operating problems

32. Where would you find data about individual needs?Individual Needs: Data sources

33. Training Needs Analysis at Soupstock • List the methods that Jill used to obtain training needs. • Training needs can be identified at main levels; organisational, job and individual. Identify the sources of information used by Jill under each of these headings. • How might Jill now organise and analyse the training needs further? • Which model of training does this organisation fit ?

34. UL/CIPD Learning & Development Survey, Ireland 2007 How training needs are identified in Ireland • Specific requests from line managers • Performance appraisal process • Training & development surveys • Employee requests for training • Competency profiling

35. STAGE 2: Training Design and Delivery Steps involved for the design and delivery of each training need • Set training objectives • Select employees for training • Identify training method • Conduct training

36. ON THE JOB Sitting by Nellie Coaching Mentoring Job rotation In house courses Job enlargement Job enrichment Projects OFF THE JOB External courses Workshops Computer based training Open /distant learning External placements Video Reading Case studies Role Play Outdoor learning Training & Development Methods

37. Try to explain each of the above training methods in your own words • Give a practical example of each • List the strengths and weaknesses of each

38. UL/CIPDLearning & Development Survey, Ireland 2007 How Managers rate training methods How employees rate training methods Off the job such as Education programmes Class room based E learning • On the job • Coaching • Mentoring • Direct instruction • Job Rotation • Shadowing

39. ADVANTAGES Inexpensive Natural learning High transfer of learning DISADVANTAGES Pick up bad habits Time consuming Feedback might be poor Sitting by Nellie

40. ADVANTAGES Job specific Paced to the employee Immediate & direct feedback Useful of succession planning DISADVANTAGES Time constraints Lack of individual attention Coaching

41. ADVANTAGES Flexible Useful of succession planning Paced to the employee Immediate & direct feedback DISADVANTAGES Infrequent contact Dependent on the manager’s mentoring skills Dependent on the manager’s commitment & availability Manager may be too far removed Mentoring

42. ADVANTAGES Relatively inexpensive Facilitates communication & teamwork Exposure to different situations Motivating DISADVANTAGES Unsettling Jack of all and master of none Difficult to monitor Feelings of inequity Job Rotation

43. ADVANTAGES Can be tailored to company needs Confidentiality Away from the workplace DISADVANTAGES Costly Will they do their job any differently? Not specific enough to the job Not practical enough In house courses

44. ADVANTAGES Exposure to broader range of knowledge Promotes networking Time to absorb information/to focus DISADVANTAGES Costly Learning transfer Cause friction with other employees External courses

45. ADVANTAGES Group approach facilitates problem solving High learning transfer DISADVANTAGES Advance preparation required May be difficult to manage Releasing all the right people Workshops

46. ADVANTAGES Individual centred Self paced learning Monitoring of performance Cater for large numbers DISADVANTAGES Expense Not suitable for all employees False learning situation Computer based training

47. ADVANTAGES Facilitates career development Self paced learning DISADVANTAGES Expensive High drop out rate Balancing with work load Lonely Learning transfer Open/Distance learning

48. ADVANTAGES Broaden horizons Good for senior positions Build networks DISADVANTAGES Learning transfer Costly Employee perception External placements

49. Group Work: Coaching • Explain the term coaching in the context of employee training and development • Explain how coaching might be different to mentoring • Coaching is the ideal training method in today’s organisations. Discuss

50. Group Work: E-learning • Define e-learning • What do the CIPD surveys tell us about the use of e-learning in the workplace today? • What are the strengths and weaknesses of e-learning and a training method? • What do you think the term blended learning means?