Learning & Talent Development

Learning & Development Learning

By the end of this unit you will be able to
1. Describe and distinguish between learning, education, training,
development, competencies and learning organisations.
2. Describe the reasons why organisations need to invest in training and
the benefits of training
3. Describe what is meant by an organisations training policy and the
factors that may influence it
4. Describe 6 models of employee development
5. Identify the key stages in the training process
6. Describe how to identify training needs in an organisation
7. Discuss the process of implementing training
8. Evaluate different methods for training and development
9. Discuss how to evaluate training and development in organisations.
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
 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
 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
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
 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
Education
• person oriented,
• broad, abstract,
• Assimilation of knowledge
& understanding
• Lifelong
• Pass or fail
• Not necessarily linked to
company aims
 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
Development
• Broad concept
• Future oriented
• About growth and
enhancement of the
individual
• Preparation for future roles
• Long term
• Medium to long term pay
back
 Competencies
• Lots of different definitions and
meanings but broadly speaking there are
2 basic meanings:
1. Vocationally based – the competencies
for a job i.e the behavioural
characteristics and standards of
performance that need to be attained
2. Focuses on the nature of skills &
abilities that the individual brings to a
job e.g creativity, managerial courage,
presentation skills, customer focus
 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)
 Task : Read the CIPD Factsheet Learning & Talent
Development – an overview

1. Define learning?
2. What is talent management?
3. How do people learn?
4. Explain the term learning intervention?
5. Which type of learning interventions do
employees prefer?
TASK: List reasons why training is important
in a food retail organisation?
 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
 Why is training important to the
organisation? (1)
• Organisational delayering
• Employee empowerment
• Flexibility
• Demographic changes
• Peters & Waterman (1982); Excellence
Movement
 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
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
 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
 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
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.
Question 1
Question 2
 Range of employee development
models
• Unsystematic model
• Problem centred model
• Systematic model
• Cycle of training model
• Effective improvement model
• Business-focused strategic model
Training &
Developme
nt
Cycle

http://www.hrobjective.com/en/training.htm
 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
 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?
 3 levels of need analysis
1. Organisational
2. Job
3. Individual
 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
1. Emerging competences
2. Maturing competences
3. Transitional competences
4. Core competences
 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
 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
Where would you find data about individual needs?
Individual Needs: Data sources
Training Needs Analysis at Soupstock
1. List the methods that Jill used to obtain training
needs.
2. 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.
3. How might Jill now organise and analyse the
training needs further?
4. Which model of training does this organisation fit ?
UL/CIPD Learning & Development Survey, Ireland
2007

How training needs are identified in Ireland

1.Specific requests from line managers
2.Performance appraisal process
3.Training & development surveys
4.Employee requests for training
5.Competency profiling
 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
 Training & Development Methods
ON THE JOB OFF THE JOB
• External courses
• Sitting by Nellie
• Workshops
• Coaching • Computer based training
• Mentoring • Open /distant learning
• Job rotation • External placements
• In house courses • Video
• Reading
• Job enlargement
• Case studies
• Job enrichment • Role Play
• Projects • Outdoor learning
1. Try to explain each of the above
training methods in your own words
2. Give a practical example of each
3. List the strengths and weaknesses of
each
 UL/CIPDLearning & Development Survey, Ireland
2007

How Managers rate training methods How employees rate training methods
1. On the job • Off the job such as
2. Coaching 1. Education programmes
3. Mentoring 2. Class room based
4. Direct instruction 3. E learning
5. Job Rotation
6. Shadowing
 Sitting by Nellie
ADVANTAGES DISADVANTAGES
• Inexpensive • Pick up bad habits
• Natural learning • Time consuming
• High transfer of • Feedback might be
learning poor
 Coaching
ADVANTAGES DISADVANTAGES
• Job specific • Time constraints
• Paced to the employee • Lack of individual
• Immediate & direct attention
feedback
• Useful of succession
planning
 Mentoring

ADVANTAGES DISADVANTAGES
• Flexible • Infrequent contact
• Dependent on the
• Useful of succession
manager’s mentoring
planning skills
• Paced to the employee • Dependent on the
• Immediate & direct manager’s commitment &
availability
feedback
• Manager may be too far
removed
 Job Rotation
ADVANTAGES DISADVANTAGES
• Relatively inexpensive • Unsettling
• Facilitates • Jack of all and master
communication & of none
teamwork • Difficult to monitor
• Exposure to different • Feelings of inequity
situations
• Motivating
 In house courses
ADVANTAGES DISADVANTAGES
• Can be tailored to • Costly
company needs • Will they do their job
• Confidentiality any differently?
• Away from the • Not specific enough to
workplace the job
• Not practical enough
 External courses
ADVANTAGES DISADVANTAGES
• Exposure to broader • Costly
range of knowledge • Learning transfer
• Promotes networking • Cause friction with
• Time to absorb other employees
information/to focus
Workshops
ADVANTAGES DISADVANTAGES
• Group approach • Advance preparation
facilitates problem required
solving • May be difficult to
• High learning transfer manage
• Releasing all the right
people
 Computer based training

ADVANTAGES DISADVANTAGES
• Individual centred • Expense
• Self paced learning • Not suitable for all
• Monitoring of employees
performance • False learning
• Cater for large situation
numbers
 Open/Distance learning
ADVANTAGES DISADVANTAGES
• Facilitates career • Expensive
development • High drop out rate
• Self paced learning • Balancing with work
load
• Lonely
• Learning transfer
 External placements
ADVANTAGES DISADVANTAGES
• Broaden horizons • Learning transfer
• Good for senior • Costly
positions • Employee perception
• Build networks
 Group Work: Coaching
1. Explain the term coaching in the context of
employee training and development
2. Explain how coaching might be different
to mentoring
3. Coaching is the ideal training method in
today’s organisations. Discuss
 Group Work: E-learning
1. Define e-learning
2. What do the CIPD surveys tell us about the
use of e-learning in the workplace today?
3. What are the strengths and weaknesses of
e-learning and a training method?
4. What do you think the term blended
learning means?
 Group Activity: On the job training
1. The CIPD (2005) Training & Development
survey identified ‘on-the job training’ as “a more
effective means of learning than any other
method”. Give reasons for this finding.

2. Discuss how ‘on-the-job training’ can be

delivered effectively?
 Review Questions
1. Identify the 3 stages in developing a
training and development plan
2. List 3 key sources of information to help
identify training and development needs in
an organisation. Give a practical example
under each source
3. List 3 off the job and 3 on the job training
methods
Question 3
Question 4
 STAGE 3: Evaluation of Training

• Assessment of outcome and/or methods.

Assessment of the overall impact of
programme
• Easterby-Smith (1986)
– 3 general purposes of training evaluation
1. Summative…was training effective?
2. Formative…as training is happening
3. Learning….can the learning be transferred?
CIPD Evaluation Factsheet
See questions on next slides
Explain the 4
levels of
training
What is ROI and
evaluation?
how is it
different to
the traditional
four levels of
Explain the evaluation?
difference
between
training &
learning.

Explain the
difference
between the
Summarise the key terms
considerations summative and
for training and formative
learning evaluation in relation to
in the future. training
evaluation.
Why should we evaluate training?

Why might organisations NOT evaluate

training?
 Transfer of Learning
The extent to which skills & abilities acquired during
a learning/training session are applied to the
actual work situation or the learning of a new, but
related, skill
• Vertical transfer – involves the acquisition of
additional knowledge or skills that build upon
existing skills & abilities
• Lateral transfer – training simulates a
particular type of task & allows the learner the
opportunity to practice in a safe environment
 Validation versus Evaluation
Validation of Training
– Observing the results of the course
– Measuring whether the objectives have been
met
Evaluation of Training
Comparing the cost of the scheme against the
assessed benefits
 Validation
The measurement of terminal behaviour
• Trainee reactions to the experience
• Trainee learning
• Changes in job behaviour following training
• Impact of training on organisational goals
 Evaluation
Costs : Benefits :
* Training materials * Quicker working
* The time * Greater accuracy
* Travelling expenses * More extensive skills
* Salaries or fees of * Reduced labor
the training staff turnover
* Labour flexibility
 Levels of training evaluation
• Kirkpatrick (1959)
– Level 1: Reaction
– Level 2: Learning
– Level 3: Behaviour
– Level 4: Results

• Hamblin (1974)
– Level 4: Department
– Level 5: Organisational
 Reaction – The Smile Sheet
• Seeks opinions of
trainees
• Questionnaire at end of
training
• Easy to collect
• Subjective
• Does not evaluate
learning or learning
transfer
Learning
• Seeks knowledge, principles & facts
learned by trainees
• Test, exam, project
• Evaluates level of learning
• Does not measure impact of learning on job
performance
Behaviour
• Seeks to determine positive changes in
behaviour
• Observation, measurement before and after
• An objective assement of impact of training
on the job
• Can be difficult to assess and time
consuming
Results
• Seeks to determine contribution to organisational
objectives
• General indicators: profit, turnover
• Specific indicators: absenteeism, accidents
• Evaluates ROI
• Difficult to quantify sometimes
• Difficult to link the two
 Summary of Evaluation of Training

• Difficult to measure
• Vital to effective organisational functioning
– Spending money wisely
– Maintaining credibility of training
• Some perceived benefits of training are
difficult to measure e.g. morale, job
satisfaction, employee relations
 Summary
1. Define key terms in 6. How do you identify
training and developmnet training needs
2. Why train? What are the 7. How do you design and
benefits? deliver training and
3. Training policy – what is development
it, what influences it 8. Describe various training
4. Models of employee methods
development 9. How do you evaluate
5. 3 Key stages in the training and
process of employee development
development
Extra Reading – all in Moodle!
• Chapter 10
• Learning & Development Survey Ireland 2007
• CIPD Factsheets:
– Learning & Development Overview
– Training Overview
– Identifying Learning and Development Needs
– On the job training
– Coaching
– Evaluation

• Class handouts/articles

Human Resource Management 70

 Sample exam questions
1. Discuss the importance of training and development in
the organisation
2. Analyse the factors that influence an organisation’s
training and development policy
3. Evaluate 3 different methods of training and
development
4. Describe the four levels of evaluation of training and
comment on their usefulness
5. You have just been appointed as Human Resource
Manager in a medium sized food retail store. Your first
task is to produce a comprehensive training and
development plan for the store. Describe the process
you would go through to devise the plan.
 Exam Papers 04/05
QUESTION 3
You are the manager of a leisure centre within a hotel which is part of a large hotel group.
You have recently recruited a leisure centre attendant and are required to draft a training and
development plan for this individual.
(a) Describe the process you would go through to devise this plan. (15 marks)
(b) Draft the possible content of the plan. This should include the training method to be
used for each item of training identified. (15 marks)

QUESTION 3
a) Describe THREE training methods. Your description should include the strengths and
weaknesses of each method. (14 marks)
b) Give ONE example of when you might use each of these methods in training a leisure
centre attendant. (6 marks)
c) Describe Hamlin’s (1974) FOUR levels of training evaluation (10 marks)