L&D

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. 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 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. 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. 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. 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. 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.