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Execution-MiH ENCYCLOPEDIA →
Functional Management →
SECTION - Human Resources Management →
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CHAPTER -
| Learning and Development |
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Learning & Development along with leadership and goals forms the overall reference against which the performance management system should be desigend. An organization giving equal emphasis on all the three factors will accelerate its journey towards building long-term human capital
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Topics
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L&D steps from Goal-Sheet
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Learning & Development is both for long term as well as for the short term. In fact the goal sheet can provide immediate inputs as to the L&D requirements since the goals are the short term deliverables of the employee.
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L&D Steps from Competency Sheet
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Competency sheet can be the key contributor to the Learning & Development plan of the employee. Especially so since the competency sheet depicts the learning gaps in acquiring leadership competencies which are crucial for long term growth.
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L&D steps for Future Career Potential
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Learning & Development is for the long term career as well. It is not merely a means to improve short or medium term performance. It is part of the career strategy of the employee. An employee must decide what L&D activities he/she must undertake in order to develop his/her career in the desired domain.
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10% Training-20% Self-Learning-70% on Job
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True learning and development cannot take place unless the training material has been truly internalized and has been effectively enhanced the performance execution of the employee. Classroom session is only the beginning of this story with 70% of the actual learning taking place on the job.
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Individual L&D plan with goal-completion criteria, timelines, check-points, assessment method
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Effective learning & development activities require the same amount of rigor and diligence as the mainstream goals do. Accordingly, L&D activities need to have completion criteria, time-lines, check-points and pre-defined assessment methods. This is apart from them being included in the Goal Sheet in the first place.
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Wide-range of Learning & Development options
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Any organizational focus on learning and development must be backed by a host of tools enabling the same. This is crucial enablement of the L&D agenda of the organization and must be planned and executed well.
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L&D employee's responsibility
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An employee must take single-handed responsibility of his/her learning and development agenda. The initiative must come from him/her only. This is an essential requirement to create the necessary buy-in from the employee. The organization must be the facilitator, but the employee must start on his/her own.
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Well-Defined Skill & Competency needs with each role
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Each job-role has to have a detailed description of what it constitutes. What is equally important is that it must be accompanied by a detailed write-up on the required skills and competency needs too. They are the building blocks of the desired performance.
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L& D Progress included in performance assessment
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Learning and Development activities and assessment must be an inherent part of the Performance Management System. They should not be conducted and assessed in parallel to the same. They are crucial precursors to the performance excellence drive in the organization and have to be part of the mainstream performance assessment.
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Learning & Development in Small Bites
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Food taken in small bites can be chewed easily and digested quickly. This same philosophy is applied in training as well. Instead of marathon classroom sessions, it is better to give the employees small bite-sized pieces of training information which they can process easily.
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Minimum Number of Days of Training & Self-Learning
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A minimum number of training days must be mandatory for all employees. And these have to be attended no matter what. If the organization places the right amount of emphasis on L&D activities, performance can be significantly increased.
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Assessing L&D success with Performance Success
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The ultimate test of learning and development initiatives is a substantial increase in the performance level of the employee. L&D activities are not done just for the sake of it. Increased productivity and development of leadership competency is the end-objective of them and hence their success should be measured accordingly.
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Three category of trainings- Awareness-Application-Results, with tracking of success
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Training should not be limited to classroom type sessions. They are just the seeds of the entire learning and development process. It must end with a permanent change which in turn leads to a substantial increase in the employee-output. There is an intermediate stage where the trainer must demonstrate to the employee how to apply the training on the job as well.
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Follow-up on the program on through mentoring/coaching
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Effective learning requires coaching on the job as well. This is because on-the-job learning is where the training is truly internalized. Hence, it is important for the trainer to train not only in classroom session but on the job as well.
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All Chapters in "Human Resources Management." Section
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