Approaches to Learning and Development

Learning and development could be facilitated in several ways,

·              Formal - Formal learning is well organized and ordered way of providing learning. It uses structured training programs and is conducted as on- or off-the-job (Armstrong, 2010).

·              Informal -  If learning is acquired through  experience it is considered as informal learning (Armstrong, 2010). Important methods of conducting informal learning are coaching and mentoring. Other methods are job rotation, job shadowing, bite-sized learning and through e-learning, cross-functional or cross-site project work.

·              Group learning- This type of learning is not used as a learning programme (Clifford and Thorpe 2007). They include discussion boards, networking events, trade exhibitions and professional institutes.

·              Individual learning- There are various individual learning methods within workplace environment. They include:

1.           Coaching

2.          E-Learning

3.          Mentoring

4.          Distance Learning

5.           Self- Study and Reflective practice

Strategic Learning & Development

Strategic L&D is a process which leads to achieve organizational goals through its human resources by means of integrated L&D strategies, policies and practices. Strategic L&D provides a consistent and broad framework which helps to develop individual. This is achieved through creation of a learning culture and formulation of learning strategies (Armstrong, 2010).

Talent Management

Talent management is the systematic attraction, identification, development of individuals who displays a particular value to an organization or having a high potential of the future. Talent management activities are frequently used in larger organizations and focus on developing high-potentials and future leaders (CIPD, 2015).

Examination of application of L & D in global context 

For a better performance of the organization, it is not sufficient to have only one method for L&D and should consider a mix of methods. Ex. Google has been enhanced their employee performance through training and leadership programmes. One third of 33,100 employees trained by in-house training programmes while another fraction through external training from Al Gore and Lady Gaga (Sullivan, 2013). Project rotations and learning from failures have been used as techniques.  

Google has been using 70/20/10 model which illustrates that 70% of employee’s time is spent on defined job role, 20% on personal development which benefits to the company balance 10% of time spend to develop new business ideas and projects (Fletcher, 2007). Google implements on the job learning methods and individual employees work on projects and if these were successful, same is developed into a model and put into practice.

Learning culture is considered as one of its main values Sampath Bank PLC in Sri Lanka which is a leading commercial bank. It facilitates learning opportunities to employees in each levels according to the training gaps/ needs identified. By using variety of channels such as E learning, in house training and external training, learning opportunities are provided to relevant employees. Effectiveness of the learning acquired is evaluated via performance appraisals by the HR department in regular intervals. 

According to the Annual Report 2017, Sampath Bank PLC has invested Rs.70.0Mn for Training in year 2016 and 2017 consecutively. A total number of 235 Competency Development programmes, including internal, external, overseas and distance learning have been conducted based on the Training Need Analysis while covering team members at all levels. The average training hours per team member has been tabulated as 39 hours in year 2017, which is an increase of 15 % compared to the year 2016. Out of total employees 377 team members have been promoted to their next level during the year 2017 those who have performed in significant way with their improved competencies and capabilities.

 Factors influencing Learning and Development

·              Barriers related to alignment of L&D with strategic business needs of the organization. This results due to reasons such as lack of clarity of business strategy, poor leadership and lack of resources.

·              Diversification of learning delivery options and identification of best appropriate technique.

·              Interdependence of working and learning which cannot be separated (Little, 2010). 

·              Government policies.

Evaluation of Learning and Development

Evaluation is a systematic process of collecting and analyzing of data relevant to L & D.  Results of analysis can be used for future planning, guiding decision making, assessing the relevance, effectiveness and the impacts (Raab et al., 1991).

Best-known framework for evaluation is named Four Levels and was introduced by Kirkpatrick in 1960 and still in used.  Four levels are Reaction, Evaluate learning, Evaluate behaviour, Evaluate results (Schmidt et al, 2009).

List of Reference

Armstrong, M. (2010) Armstrong’s Essential Human Resource Management practice: A guide to people management. 2nd Ed. Hong Kong, Replika Press Pvt Ltd.

CIPD (2015), Learning and Development: Annual Survey Report [online]. Available at: https://www.cipd.co.uk/Images/learning-development_2015_tcm18-11298.pdf. [Accessed on 13th September 2018].

Clifford, J. and Thorpe, S. (2007) More ways than one . . . exploring the use of different learning methods in organizations. Industrial and Commercial Training 39(5).

Fletcher, S. (2007) Google recruiting and developing top talent [online]. Available at: https://www.hrzone.com/perform/people/google-recruiting-and-developing-top-talent-by-sarah-fletcher. [Accessed on 28 September 2018]

Little, B. (2010) Talent Management and its Technological Partners. Industrial & Commercial Training 42 (7).

Raab, R.T; Swanson, B.E; Wentling, T.L., and Dark, C.D. (Eds.). (1991). A trainer's guide to evaluation. Rome: FAO.

Sampath Bank PLC, Transformational Change, Annual Report, (2017) [online]. Available at: https://www.sampath.lk/images/annual_reports/ar2017.pdf. [Accessed on 28 September 2018].

Schmidt, S.W. (2009) Employee demographics and job training satisfaction: the relationship between dimensions of diversity and satisfaction with job training’, Human Resource Development International, 12(3).

Sullivan, J. (2013) How Google became the number 3 most valuable firm by using people.