Assessment 2: Project

Learning Strategies Report

Models and Approaches

• Felder- Silverman Learning style model

The Index of Learning Styles developed by Richard Felder and Linda Silverman is
one of the most popular theories on how people learn. According to this framework,
which Felder revised in 2002, there are four distinguishing features of different
approaches to education. One's learning preferences can be thought of as being at one
end of the spectrum and another at the other.

• Honey and Mumford’s learning styles

Some of the ways that people learned were categorised as activist, theorist,
pragmatist, and reflector.

• 3P Learning model
Social, adaptable, multifaceted, and individually based characteristics of learning and
knowledge are reflected in this approach. Personalization, participation, and
knowledge-pull are all a part of it. The 3P learning model relies primarily on the
following three components.

Growth of Company

The ability of an organisation to learn and grow is an asset to any organization's

potential for innovation and progress. Employee happiness is boosted by an organization's
ability to learn. To aid in succession planning fosters the growth of potential leaders at all
levels of an organisation. As a result of organisational learning, a more open and adaptable
culture is fostered. It strengthens individuals' and communities' ability to adapt to new
circumstances.
Adapting to the ever-evolving business environment requires ruthlessness and creativity, and
organisational learning aids in both areas. Information creation, storage, growth, and
dissemination are all aided by this tool.

Learning Policies

Important for hierarchical learning is the establishment of learning policies, which

help the organisation define its operating principles and procedures and make sure that
everyone is on the same page. All employees who are willing to take advantage of the
association's training programmes should cooperate with the organization's established
procedures and protocols so that the association can fairly evaluate their performance and
solicit suggestions for how to further improve future training programmes. The association's
best practices are advanced and a framework for consistent training and development is
outlined in the association's learning policies.

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Best Practices

Promote communication amongst individuals. One of the most important aspects of

developing a culture of learning is communicating and sharing information. Understanding
comes in many forms, and one of the most important is through informal and social means.
Representatives will be more invested in education when they are given responsibility for and
paid for providing information. Because of this, it helps to establish solid foundations for an
elaborate

Strategy Suggestions

Implement a framework for learning on a whiteboard. Incorporating a learning

management system (LMS) enables organisations to tailor the educational experience to the
needs of their workforce while providing access to first-rate resources for delivering context-
specific training. Learning management systems (LMSs) aid HR leaders and their teams in
pinpointing problem areas, outlining individual employees' preferred learning styles, and
delivering blended mode training via video lectures, online classes, written texts, and even
entry to live events.

Technology and system requirements

New and improved learning technologies, such as the zoom online classes we
conducted in response to Covid-19, and the cultivation of a conducive learning environment
for employees are mutually beneficial. Learning management systems (LMSs) are useful
because they can be adapted to meet the unique training needs of each employee. Managers
can aid in the evaluation process by including the requirements in the evaluation and holding
regular meetings to discuss the status of the evaluation.

Consultation and Communication Process

Effective two-way communication between management and staff is essential for

minimising the possibility of information being misused and maximising the achievement of
organisational objectives. Using a variety of approaches could help save time and money, and
it might even make school less stressful.

Audience Process Methods of Frequency Assessment

deliver
Employees Communicate Internet phone Fortnightly provide
the data using feedback on the
electronic course of
means (email, instruction.
message, SMS)
managers Send an email Internet Fortnightly Review and
to the whole report on the
staff informing educational
them of the process.
change and

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 providing the
new details.
Organisational Learning Strategies
Introduction

Based on prior successes and failures, it helps a company keep learning, enhancing, and
developing new abilities. We need to have a look at everything you need to know to create a
hierarchical learning structure.

Purpose

You might take this time to consider the association's staffing goals and the various avenues
available to you within each department. Finally, it will help you evaluate the learning
infrastructure at your organisation and think logically about how to improve it. The objective
of the training is to ensure that your company's learning and development organisation helps
it achieve its critical goals. If there isn't a clear process in place, organisations devoted to
learning and development are more likely to lose focus and ultimately fail.

Commitment

All staff members are expected to adhere to the law and the company's policies and
procedures to foster a culture of honesty and trustworthiness.

Organisational requirements

Indicators, Key Performance Parameters, Learning Systems, Innovation, Methods, and Tools
are all part of this.

Units of competency

It's the matching of one's own knowledge and abilities to the standard of performance
expected in one's workplace. The smallest measurable and perceivable unit is a capacity unit.
Capability standards define the skills and knowledge necessary to perform well in a business
setting and provide guidance on how these resources should be used. Each capacity has
several subcomponents, including work-related abilities, performance standards, a statement,
and an evidence guide.

Communication Procedures

• Personal or one-on-one training in the systems necessary to provide services in a

secure and efficient manner.
• Training for those who work with the elderly should be mandated in the same way
that the covid-19 increase dose is.
• Never put too much stock in verbal explanations or information; written records are
the gold standard.
• Document every gathering, update, and exchange of information.

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Strategies

Strategy Flexibility Timeline Resources Responsibility

Feedback from can be done on 1 month Questions and need to ask if
Employees the internet or Answers they want to
by talking to learn anything
staff members
Mandatory Facilitate Every 3 months Online Training that is
Training realising where both accessible
they've gone and effective
wrong and can be created
learning with minimal
effective new effort.
methods of
accomplishing
things.

Learning and Development Policy and Procedures

Introduction
The Grow Management consultants' L&D policies and processes are documented there for
future reference. This research identifies and evaluates the most effective learning and
advancement tactics for the Grow the board expert to implement in order to develop their
organisation into a learning association. grow the executive's expert knowledge by
establishing policies for learning and improvement and assigning responsibilities to all
employees who will be affected by these policies

Purpose
To ensure quality projects, verifiable return on investment, even-handed access, and precise
and solid information announcing, the organisation needs a standardised approach to
employee learning and development.

Duties and Responsibilities

All permanent employees, whether they be full-time or part-time, are included in this. It is the
manager's prerogative to direct employees on either short- or long-term contracts to specific
phases of preparation.
Employees must participate in necessary training, fulfil their assigned responsibilities, and
have open dialogue about the organization's future to prevent any setbacks.
Managers have an obligation to ensure that all staff members participate in training, inform
them of their specific duties and responsibilities in this context, and encourage them to assess
the efficacy of the activities and their own growth and development as a result.

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Identifying Learning and Development needs and opportunity
• Recognize the individuality and originality of each employee by taking into account
their own set of experiences, interests, skills, and goals while making growth
decisions.
• The ability to identify each employee's unique development needs is essential for any
line manager.
• Meetings should be held regularly, with results discussed at the following gathering.

Study Leave

• It satisfies the requirements for basic planning as well as the primary objectives of the
trust. There should be sufficient time for all employees to evaluate and prepare for
their jobs.
• In this tactic, neither a minimum nor a maximum review leave reimbursement is
specified. It depends on factors including the chief's discretion, the needs of the
individual, and the availability of study time and staffing budget.
• The line manager has discretion to approve additional review time off and funding
requests.

Funding

• All requests for funding will be evaluated using the same criteria, with the total
amount granted ultimately being determined by how much of a benefit the proposed
project will be to the Conference.
• Timelines for completing the capacity or course are outlined in each Learning and
Development Funding Agreement, as well as assumptions and a repayment schedule
if the agreement is breached.

Assessment and Recognition Policy and Procedures

Purpose
Grow management consultant's approach to evaluations is outlined in detail in the
Assessment Policy and Procedure. This policy has been drafted with the intention of fulfilling
the norms set forth by the Standards for Registered Training Organisations 2015.

Principles
• It is planned that the tools and process used for conducting these assessments of
learning will be both adaptable and reliable.
• Evaluations will be transparent and easy to understand. All parties involved in an
evaluation will have easy access to transparent information on the methods and
procedures involved.

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 • The evaluation of a programme should be a central part of its design, with a direct
connection to the goals and outcomes of the curriculum.

Responsibilities

Individual employees
• Show up to meetings when necessary
• Finish studying as discussed in the last gathering
• All evaluations must be turned in by the due date, and results must be compared to
those from the past.
• Training and education must be recorded.

Line Manager
• Hold regular meetings with your staff and management.
• Observations on results, accomplishments, and development
• Encourage a productive and healthy work environment

Recognition Policy

• It is up to the staff or approved applicant to determine whether they are competent to

apply for specific units of competence, and it is up to the Assessor to work with the
trainee to provide evidence and complete documentation for each unit of ability being
applied for.
• When a unit of capability produces a sanctioned outcome or is constrained by industry
standards, RPL is not proposed. This also holds true for units of capability related to
Work Health and Safety regulations.
• When RPL is granted, it is because the evidence presented is in accordance with the
requirements of the applicable training package, the needs of the workplace and the
requirements of the administration, and the evidence presented is consistent with the
relevant training package's models for all units of competency.

External Training Procurement Policy and Procedures

Introduction
To ensure that all provider agreements achieve a monetary incentive, the company's
employment structure is designed to coordinate the development of executives and experts'
outside training acquisition practises. Integrity in leadership is essential for managing security
processes. The goal of this policy and practise is to help the company ensure that its
employees receive the best possible external training. Employees will benefit from this policy
by gaining access to external training programmes.

Principles
• Procurement tasks are carried out in an efficient manner in accordance with the
requirements or predetermined plan and provide perfect benefits for the Organization.
• Effective, implying acquisition exercises that steer as not totally resolved
Organization Field-tested plan, with a defined time frame and accountability.

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 • The term "straightforward" is used to indicate that all information and plans related to
the Acquistion's execution would be made public to the suppliers of labour and goods.
• To be fair and non-discriminatory, one must treat all product suppliers the same and
must not favour one party over another for whatever reason.

Procedures
• Recognize the need Realizing you have a need for an item is the first and most crucial
step in the buying process. This could involve recognising when it's time to reorder a
product because demand has increased or it's nearing its minimum stock level.
• The sourcing process begins when our team decides to acquire a product or service
and begins looking for vendors.
• A purchase requisition is a form used to request approval from an appropriate internal
authority before making a purchase.
• The delivery notice for the buyer's order is sent to the buyer wherever is most
convenient. Purchaser and Seller Initiatives are Required for Order Transmission.

Syed Ahsan Sohail

GT07790