SESSION 5 – Learning and Development

 Learning – According to Stephen Robbins, learning may be defined as any relatively

Permanent change in behaviour that occurs as a result of experience.

 Development – Employee development is defined as a process where the employee with

the support of his/her employer undergoes various training programs to enhance his/her
skills and acquire new knowledge and skills.

 Aim for T&D: -

a. Gaps fulfilment in the organisation

b. Skills &Expertise is required

 Push & Pull Strategy –

Push – (Reactive strategy) we react. We are pushed by the worker.
Pull – (Proactive strategy) as an organisation we envision

 Goals of T&D: -

a. Upskills knowledge
b. Engagement Workforce
c. Productivity Increase
d. Reduce Wastage
e. Conflict Reduces
f. Clarity in Process

 Learning & Development Process - Learning and development, often called

training and development.

a. Need Analysis
b. Design the program
c. Validate the program - some senior leadership reduce X issue
d. Implementation
e. Evaluation – On the Job Evaluation

 Training Methods –

1. Classroom Training
2. LMS/ online Training – Distance Learning
3. Self-Training
4. OJJ – On the Job Training
5. Apprentice
6. Simulators
7. Role play
 8. On-The-Job Training
9. Coaching & Development Center
10. Management Games – Ice breaker exercise

1. Classroom Training - Lectures usually take place in a classroom-format.

It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot of
people in a short amount of time. It has been said to be the least effective of all training methods. In
many cases, lectures contain no form of interaction from the trainer to the trainee and can be quite
boring. Studies show that people only retain 20 percent of what they are taught in a lecture.

Example: Truck drivers could receive lectures on issues such as company policies and safety

2. LMS/ Online Training – Distance Learning – The delivery of a learning, training or education
program by electronic means. E-learning involves the use of a computer or electronic device
(e.g. a mobile phone) in some way to provide training, educational or learning material

3. Self-Training - Self-Directed Training refers to the form of training where the learner takes
responsibility for managing their own training, from the content they select to timing and
delivery.

4. OJJ – On the Job Training - Jumping right into work from day one can sometimes be the
most effective type of training.

Here are a few examples of on-the-job training:

 Read the manual - a rather boring, but thorough way of gaining knowledge of about a task.
 A combination of observation, explanation and practice.
 Trainers go through the job description to explain duties and answer questions.

On-the-job training gives employees motivation to start the job. Some reports indicate that people
learn more efficiently if they learn hands-on, rather than listening to an instructor. However, this
method might not be for everyone, as it could be very stressful.

5. Apprentice - person who is learning a trade from a skilled employer, having agreed to work
for a fixed period at low wages.

6. Simulators - Simulators are used to imitate real work experiences.

Most simulators are very expensive but for certain jobs, like learning to fly a 747, they are
indispensable. Astronauts also train extensively using simulators to imitate the challenges and micro-
gravity experienced on a space mission. The military also uses video games (similar to the "shoot-
em-up" ones your 14-year old plays) to train soldiers.

7. Coaching/Mentoring - Coaching/mentoring gives employees a chance to receive training

one-on-one from an experienced professional. This usually takes place after another more
formal process has taken place to expand on what trainees have already learned.
Here are examples of coaching/mentoring:

a. Hire professional coaches for managers (Executive Coaching)

b. Set up a formal mentoring program between senior and junior managers
Example: Again, truck drivers could gain valuable knowledge from more experienced drivers using
this method.

8. Role Playing - Role playing allows employees to act out issues that could occur in the
workplace.

Role playing can be effective in connecting theory and practice, but may not be popular with people
who don´t feel comfortable performing in front of a group of people.

Example: Truck drivers could role play an issue such as a large line-up of trucks is found at the
weighing station and one driver tells another that he might as well go ahead and skip the whole
thing. Or role play a driver who gets pulled over by a police officer and doesn´t agree with the
speeding charge.

9. Management Games - Management games simulate real-life issues faced in the workplace.
They attract all types of trainees including active, practical and reflective employees.

Some examples of management games could include:

a. Computer simulations of business situations that managers ´play´.

b. Board games that simulate a business situation.
c. Games surrounding thought and creativity - to help managers find creative ways to solve
problems in the workplace, or to implement innovative ideas.

Example: In a trucking business, managers could create games that teach truckers the impact of late
deliveries, poor customer service or unsafe driving.

Lewins change model –

Kurt Lewin developed a change model involving three steps: unfreezing, changing and refreezing.
The model represents a very simple and practical model for understanding the change process. For
Lewin, the process of change entails creating the perception that a change is needed, then moving
toward the new, desired level of behavior and finally, solidifying that new behavior as the norm. The
model is still widely used and serves as the basis for many modern change models.

Unfreezing
At this stage people realize that something is going to change and they are dealing with
strong emotions such as denial, impatience, uncertainty and doubt. It is essential for a business to
fully disclose the state of affairs and to explain why a change process is put into force. As a result of
clear communication employees are more willing to accept to the new change of direction and they
can let go of old customs.

Changing
It is of crucial importance that the change is implemented within a short time. The longer the change
process takes, the more employees are inclined to relapse into old habits and rituals. This stage is
sometimes referred to as the “move stage” because it causes a ripple effect within an organization.

Refreezing
This stage, refreeze the change, is about solidifying the change. After the change has been
implemented in the change stage, employees are inclined to revert to their old habits. Therefore, it
is advisable to make proper arrangements and carry out interim evaluations, monitor and make
adjustments (when necessary). Only then the new situation can be stabilized and the employees will
understand that there is no turning back. Eventually, they will act in accordance with the new
situation and realize that there are advantages to it.

 What is OD?

OD – Organisational Development contains all the management activity that causes change to that
status quo. OD begins with the development of strategy – the mission, values and vision of the
organisation - and goes on to define the various activities needed to achieve those.

The ultimate outcome of OD is change that in turn yields achievement of the strategy. Once
change is embedded, HRM takes over to stabilise outcomes.

 Kirk Patricks Evaluation Model – Kirk Patricks evaluation model is a Four-Level Training
Evaluation Model. The model was originally created by Donald Kirkpatrick in 1959, and has
since gone through several updates and revisions.

The four levels are:

1. Reaction.
2. Learning.
3. Behaviour.
4. Results.

Level 1: Reaction

This level measures how your trainees (the people being trained), reacted to the training. it
helps you understand how well the training was received by your audience. It also helps you
improve the training for future trainees, including identifying important areas or topics that are
missing from the training.

Level 2: Learning

At level 2, you measure what your trainees have learned. How much has their knowledge increased
as a result of the training?

When you planned the training session, you hopefully started with a list of specific learning
objectives: these should be the starting point for your measurement.

Level 3: Behaviour

At this level, you evaluate how far your trainees have changed their behaviour, based on the training
they received. Specifically, this looks at how trainees apply the information.

It's important to realize that behaviour can only change if conditions are favourable.

Level 4: Results

This includes outcomes that you or your organisation have determined to be good for business, good
for the employees, or good for the bottom line.
  Key Metrics for L & D: -
a. Cost Analysis
b. ROI method

 Talent Management - It refers to anticipation of required human capital for an organisation

and the planning to meet those needs.
Everything done to attract, recruit, retain, develop and reward and make people perform
forms a part of talent Management.

 Succession planning – (Deciding who will be a backup) Succession planning is defined as the
ability to identify qualified candidates for a position prior to the position becoming vacant.
By creating a leadership succession environment, organizations are better able to maintain
internal continuity and sustainability of operations.

 Engagement - Employee engagement is the emotional attachment employees feel towards

their place of work, job role, position within the company, colleagues and culture and the
affect this attachment has on wellbeing and productivity.

 Mid-Life Crisis: - Any Profession who has completed 10- 11 years of working moving towards

Linkage of learning and training

Training- Giving Someone the knowledge. Training is short term process.

Learning – How much a person is able to absorb out of the training. Learning is a long-term process.

Emerging trends
a. LMS
b. Gamification
c. Job on personalisation
d. 1 Big Program – small modules (Bite – sized Learning)
e. Self-paced – decide on the speed of training
f. Mentorship Programs
g. Collaborative Online Learning culture.
h. Social learning Experiences.