Sample Presentation Paper on Learning and Development Strategy

Learning and development can be achieved through a number of ways. Therefore, our approach to learning and development will be through a combination of different methods. These methods will include online training of employees, on the job learning, job rotations, use of trainers, and team learning.

Benefits of objectives

The objective must align with the requirement of stakeholders and other goals of the organization to enable them meet all their goals.

Strategies

The employees will be required to do e-learning on their own in order to be up to date and gain further knowledge. This online learning will be relevant to an individual’s current job title. The employees will be expected to learn topics that are directly related to their jobs. Another strategy would be job rotation (Robson 2009). This is where the company’s staff will be rotated between different jobs ensuring no employee performs a particular task for a long time. This will motivate the employee to always learn new ideas, thereby improving their overall skills and capabilities. The third strategy used to address the learning and development gap is on job learning. Under this strategy, a person learns through observing what his/her colleagues are doing. The employees will also be taught through demonstration. Under on job learning strategy, there will also be mentors who will guide the junior and new employees. Through such mentorship programs, employees will be able to learn different skills from their mentors, thereby improving their capabilities to perform different tasks (Dessler 2000).

The last two strategies that we will use will be team learning and use of trainers. Group learning will be initiated through teamwork. The teams will be properly managed to ensure that the networking between group members is effective. Use of group learning helps in  while achieving optimal results. Tutor –led training, such as seminars and workshops will also be established (Robson 2009). During these sessions, the employees will be trained on different things and they will be able to acquire knowledge and skills that they would be expected to apply immediately when they return to work. They will also be expected to train the other employees that did not attend the training. This will ensure value for money because more employees will be trained at zero cost (Mondy & Noe 2005).

Value for Money

To ensure that the organization minimizes cost while maximizing returns, the practices below will be undertaken in the organization.

  1. Learning and development department will be established to ensure efficient learning resource allocation and budgeting
  2. Learning and work will be integrated to ensure that no value is lost during the learning sessions. That is the organization day-to-day activities will not be stalled because of training.
  3. Learning materials will be shared among departments. This will minimize the cost of buying the learning materials thereby ensuring value for money.
  4. Training will be internal. This will ensure that talents from other departments are tapped and used in another different department through inter-departmental learning.

The practices above will be closely monitored by the learning and development unit to ensure every member of the organization adhere to them (Mayo 2004). The practises will also be reviewed from time to time as need arises.

Evaluation

Developing of an effective evaluation system is a very important element in any learning and development plan. Through evaluation, the learning and development team will be able to examine whether the program is enhancing individual and departmental capabilities (Derven, 2008). Evaluation is also used to measure performance of the program. Therefore, it is used by the development team to make adjustment in the program or to just leave the current learning and development program as it is. That is if the performance of the program is almost as projected, then no adjustments will be made. However, if there are any indications of deviation from the intended purpose, then the necessary corrective measures will be undertaken.

All the strategies in discussed above will be evaluated at a number of levels in order to identify the time that an inhibiting or influencing factor occurred. The table below shows the evaluation levels for the different strategies and percentage of evaluation to be done.

Strategy Level Recommended Percentage
On job learning 1 100%
Job rotation 2 70%
Online learning 3 40%
Group learning 4 10% – 30%
Trainers 5 5% – 8%
Implementation

To ensure a successful implementation of the program, the different stakeholders in the organization will be assigned different roles as follows.

Management                                               

Management indolent in the implementation of the learning and development program is very critical. Their main role will include setting the overall direction; establishing how the program will be structured and organized; identifying the source of resources; identify different roles and responsibilities; identifying reporting channels and promoting a culture of continuous learning throughout the organization.

Learning and Development Unit

Generally, this unit will be in charge of identifying the organization’s leering and development problems. After identifying these problems, they come up with strategies of addressing these challenges. Therefore, the learning and development unit specific roles will include developing the training plans (Shipley 2013). The unit will also be responsible for administering refund to those who had taken online courses on their own. In addition, the unit also ensures that all the training materials are delivered to organization and bring in external trainers where necessary.

Line Managers

Line managers’ main responsibility will be to identify the learning and development problems within their staff. They do this by discussing with their staff the challenges they face when doing their jobs. They will also manage release of their staff to attend training and provide opportunities where skills acquired during training can be applied. In addition, they will enable integration of learning and work to ensure the day-to-day operations of their departments are not interfered with (Wilson 2005). Lastly, they ensure that the skills acquired are transferred to other members who did not attend the training.

Job Holders

Job holder’s main responsibility is to ensure that their respective learning and development problems are identified and addressed according (Beevers 2013). Their specific roles will include active participation in-group discussion in order to identify various learning and development problems. They will also be responsible for active participation in on job learning to ensure they gain the necessary skills that they need (Harrison 2009). Jobholders will also be required to avail themselves to attend the training programs that have been put in place by the learning and training unit. Finally, they will be required to participate and provide the necessary support needed during the evaluation of the programs in which they participated.

The design, evaluation, and implementation of a learning and development strategy require active participation of all the different units in an organization. This will ensure successful implementation of the strategies identified in the plan.

Costs

The project will cost £150 million and the company might lose their current labour force by the end of 2024. Their contract workers include line managers and learning and development officers. The firm intends to fire 500 people and reemploy 100 workers, their main reason being that the system if composed of many ageing people who will retire sooner.  The current workforce does not have adequate skills and cannot use new technologies needed in the organization.

They will introduce the new technology by purchasing the new software and installing them in their computers for compatibility. Employees will be trained on how to use them.  The firm should introduce the new technology to be able to match their competitors like railways and the nuclear industry. Trent needs to upgrade their technology and train their employees to keep up with the new trends in the industry.

SWOT analysis

The company has enough capital to carry out its developmental activities. It is well known and can easily get extra finding from other organization. It main weakness is that it will lose large number of workers. The main threat that firm faces is fierce competition in the industry.

PESTEL analysis 

The firm has to take great care of the environment especially when introducing new technology. The measurable learning outcomes refers to how well the employees will be able to use the new technology

Future recommendations

Set clear goals and objectives for the company

Use adequate human resource development and management techniques

Uphold customer service and customer value in the firm

Work together with employees to meet the set goals and objectives

The firm should also consider retaining talents within the organization. They have diversified type of business and a massive talent pull, therefore they should use them instead of laying workers off. They should train their existing staff because this will be an easy and cheap activity since the current staff is familiar with the business needs in general. They may want to replace the less efficient employee with the more efficient ones in every department to increase their talent pool

Conclusion

Seven Trent have a large pool of talents that will be very vital in helping them achieve their goals and objectives. They should therefore manage them and retain them instead of laying workers with the required talents. Training is one activity that will help the organization achieve such requirement. Their objectives should be set in a way to ensure that they align with those of the stakeholders. They should also focus in future to maintain competition and effectiveness in the firm.

References

Beevers, K. & Rea, A. (2013. Learning and development practice. London: Chartered Institute

Of Personnel and Development.

Derven, M. (2008). Lessons learned: using competency models to target training needs. T+D.

Vol 62, No 12, December. pp68-73.

Dessler, G. (2000). Human resource management (8th ed.). Upper Saddle River, NJ: Prentice Hall.

Harrison, R. (2009). Learning and development (5th ed.). London: Chartered Institute of Personnel and Development.

Human development report 2001: Making new technologies work for human development. (2001). New York: Oxford University Press.

Mayo, A., & Mayo, A. (2004). Creating a learning and development strategy (2nd ed.). London: Institute of Personnel and Development.

Mondy, R., & Noe, R. (2005). Human resource management (9th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall.

Robson, F. (2009). Evidence-based learning needs analysis. Employee Engagement Today. Vol 3, No 1, Winter. pp45-46.

Robson, F. (2009). Learning needs analysis. CIPD Toolkit. London: Chartered Institute of Personnel and Development.

Shipley, F. and GOLDEN, P. (2013) How to analyze and address your organization’s learning needs. T+D. Vol 67, No 3, March. P29-31.

Wilson, J. (2005). Human resource development: Learning & training for individuals & organizations (2nd ed.). London: Kogan Page.Appendix

Learning objectives outcome
Learn on the job Ability to acquire learning while working
Training Learn new knowledge and skill
Collaborative work Work with other to achieve goals