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L&D.pptx

  1. 1. Learning & Development The aim of this tutorial is to provide a quick and easy route to understanding the rationale and the process of agreeing the PM Learning and Development planner. It will be particularly useful for new managers, but is designed also to be used by all staff. "Learning & Development"— Presentation transcript
  2. 2. Introduction Effective managers develop their staff Not only because they care about them, but also because their performance will improve, which is good for them and good for Save the Children. Managers will also sometimes need to help staff recognize learning, training and development as an exciting opportunity, not as a waste of time or a form of judgement. The learning and development part of the Performance Management process: identifies any learning, training or development requirements a member of staff has to support her or him in achieving work plan objectives; assists managers and HRD staff in coordinating resources to fulfil those needs; assists managers and HRD staff to monitor progress and evaluate the effectiveness of learning activities.
  3. 3. 3 Introduction The process is important, managers should allow adequate time for: Planning - for effectively learning and development meetings with their member of staff. Activity - conducting the meeting; Agreeing and completing outcomes on the learning and development plan. Follow-up: ensuring the arrangements for learning and development activities are in place. monitoring progress against plans; Evaluating the effectiveness of activities. Giving feed-back to HRD staff where appropriate.
  4. 4. Key Principles for L&D Key principles for learning and development: We all need to learn and develop. We need to overcome resistance to development - both organizationally and individually. The purpose of learning and development is to improve our individual and collective performance. Learning and development is an investment ,not simply a cost – we all need to make sure we get a good return on that investment. We all have a responsibility to develop ourselves. We all have a responsibility to help others develop. On-the-job learning and coaching/feedback from others are some of the most effective and low cost ways to learn, and we can use them every day. Development involves acquiring new knowledge, skills, approaches and/or attitudes. We all learn in different ways – and that’s OK.
  5. 5. The L&D Process The Learning and Development Process Identify learning needs To plan for, carry out and follow-up any learning, training or development event or activity, the following process is followed. This applies equally to a long term training programme or an individual self-development plan. The Performance Management system learning and development plan follows this process. Review outcomes Agree learning objectives Decide on learning and development strategies Evaluate and monitor progress on learning & development activities Agree learning and development plan
  6. 6. The L&D Process The Learning and Development Process Examples: Knowledge - a project officer might need quickly to understand the structure, organisation and value of a partner organisation he/ she may be working with.- a new manager may need to understand how teams develop and work. Skill - an experienced driver may be required to carry out a new maintenance Procedure.- an administrator may need to use spreadsheets more effectively. Approach - a manager may acquire a larger task, and need to delegate more to team members. Attitude - an experienced and efficient administrator may need to learn to deal more diplomatically with local government staff. Identify learning needs Review outcomes Agree learning objectives Decide on learning and development strategies Evaluate and monitor progress on learning & development activities Agree learning and development plan
  7. 7. The L&D Process The Learning and Development Process Specific Learning objectives state what the individual will know, be able to do, how the approach or attitude will change after an appropriate learning or development activity. As with work objectives, they should be SMART: Identify learning needs Review outcomes Agree learning objectives Specific Measurable Agreed Realistic Time-scaled Clear, concise and singular. For example, 'general development of communication skills' is too broad. What type of communication skill is involved? Verbal or written? If written – what particular aspect of performance needs to change e.g. reports, memos or letters? Decide on learning and development strategies Evaluate and monitor progress on learning & development activities Agree learning and development plan The learning objective should be scrutinized to ensure that it will be clear when the objective is met. Often this will be the achievement of the related work plan objective, e.g. submission of an acceptably structured report.

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