DPHRM U21 - Strategic Learning and Development - English - V1

Chartered
Qualification in
Human Resource
Management
Level : Diploma in Professional HRM
Unit Code : DPHRM - U21
Session : Strategic Learning and Development
Name & Index No: …………………………………………
Chartered Institute of Personnel Management Sri Lanka (Inc.)

www.cipmlk.org
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Chartered Institute of Personnel Management Sri Lanka
Unit Title Strategic Learning and Development
Level Diploma in Professional HRM
Competency Capability Building and Enhancement
Unit Code DPHRM/U21
Unit Review Date 12th July 2021
Purpose and aim of the unit

This unit provides knowledge on the meaning and aims of strategic Learning and Development as
well as philosophy that underpins Learning and Development strategies and practice. The unit
explains the business case for Learning and Development and how Learning and Development
impacts on performance. The unit further provides knowledge on creating a learning culture,
concept of organizational learning and the concept of the learning organization. The unit also
explains the nature of strategies for promoting individual learning.
Learning Outcomes
On the completion of this unit students will;
 Understand the concept of Learning and Development and its outcomes

 Understand the components of Learning and Development
 Understand the meaning and aims of strategic Learning and Development and its philosophy.
 Understand the concept of creating learning organizations and the nature of strategies for
promoting individual and organizational learning.
Assessment modes
 Case Study.
Guided Learning Hours

The guided learning hours for this unit would be 12 with an additional 80 hours of self-managed
learning
Copyright © 2020 CIPM P a g e 2 of 33

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Contents
01. Introduction to Strategic Learning and Development ................................................................ 4
02. Identifying learning needs ........................................................................................................ 13
03. Influence of Learning and Development on business .............................................................. 19
04. Process of Learning and Development ..................................................................................... 25
List of Figures
Figure 1. competencies lead to learning & development ................................................................. 5
Figure 2. Learning and Development Philosophy ............................................................................ 6
Figure 3. The Kolb’s learning cycle ................................................................................................. 8
Figure 4. A standard learning curve ................................................................................................. 9
Figure 5. An Integrated Approach in Organizational Talent Management .................................... 10
Figure 6. Systematic Training cycle ............................................................................................... 10
Figure 7. Gap (Training /Learning need) ....................................................................................... 13
Figure 8. Learning Needs Analysis – Areas and Methods ............................................................. 14

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01. Introduction to Strategic Learning and Development
The world is rapidly changing, and the business will also have to speed up its pace to achieve the
competitive edge. In human resource management, the role of “learning & development” stands
high, mainly because of its contribution to the management of human resources proactively.
The term “Training and Development” has now evolved to “Learning & Development” and further
advanced to the next level as “Strategic Learning & Development” or “Strategic Human Talent
Development”.
Training means providing the current and new employees the skill that they need to perform
their present jobs and Development focuses at giving the knowledge and skills to perform the
future job requirements which ensures that a person’s ability and potential are grown.
When it comes to “Learning”, it empowers the individual to “learn, grasp knowledge and put
them to practice rather than being at the receiving end of a training program which is pushed by
the organization. Also learning is a continuous process.
“Learning” is wider in scope than “training”. Learning includes On the Job training, attending a
training program, Coaching, Mentoring, Self-Learning, e-learning etc. Strategic human resource
development, -aims at building the competencies of the employees, aligning them to achieve the
overall objectives of the job roles and the organization as a whole.
Definition and Role of Strategic Learning and Development

Definition of Learning & Development
Learning and development is the process of acquiring and developing knowledge, skills,
capabilities, behaviours and attitudes through learning or developmental experiences. It is
concerned with ensuring that the organization has the knowledgeable, skilled, engaged and
committed workforce it needs.
(Armstrong, 2009)

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Definition of Strategic Human Resource Development
Strategic human resource development involves introducing, eliminating, modifying, directing and
guiding processes in such a way that all individuals and teams are equipped with the skills,
knowledge and competencies they require to undertake current and future tasks required by the
organization.
(Walton, 1999)
 Enhancement of competencies (Knowledge, Skills and Attitude) leads to learning &

development of an individual
Learning
Knowledge Skills Attitude
(facts, principles, theories (Ability to apply (Positive or negative

and practices related to a knowledge and use know views of a person –
field of study how to complete tasks) feelings, behaviours,
beliefs
Figure 1. competencies lead to learning & development
Strategic Learning & Development aims

In this fast-paced world, it is essential to stay ahead of competition and to achieve the organizational
goals. It is considered that Human resource is the only resource that can differentiate the
organization and having required Competency levels will deliver the expectations of Strategic L &
D will focus on developing employees Competencies aligning it with the organizational objectives.
Hence some of the aims of Strategic Learning and Development are given below;
1. Meeting the Competency requirements to cater to the organizational strategic objectives
2. Building the workforce to ensure optimal performance and productivity
3. Catering to the L & D needs of the employees
4. With continuous training plans in place, employees will make better use of new technologies
and work processes.
5. Better workforce collaboration and improved culture

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6. Certain Employees have skill gaps that hinder them from performing at the required level.
7. Proper L & D plans will address this issue and make them better prepared to work together.
8. Higher employee satisfaction and retention rate
9. When employees are competent to perform their jobs effectively and efficiently, they will be
more engaged and be more positive towards the work and the organization which leads to
higher moral, satisfaction and retention
10. Attract employees who are better skilled and engaged with the reputation of having good
L& D strategies
Learning & Development Philosophy

The beliefs and aims of an organization on the role of learning & development, will be the learning
and development philosophy of that particular organization
Corporate Governance and Management
Learning & Development Stakeholders
Figure 2. Learning and Development Philosophy
There are key indications of a L & D philosophy of an organization;

 Learning & development activities are aligned and focused at achieving organizational
objectives and makes a major contribution to the successful attainment of same
 Learning & Development plans are designed and integrated with overall business strategy and
Human resources strategy
 Learning & Development strategies to be linked with performance aiming at achieving
corporate, functional, team/unit level and individual performance.
 Employees are encouraged -- to be involved in the process and are given the opportunity to
develop themselves.
 The need for investing in L & D interventions is recognized by the management.
 The outcome of L & D has to benefit all stakeholders of the organization.

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 The responsibility lies with the individual employees along with the guidance and support by the
management.
Learning
Definition of Learning “Learning is complex and various, covering all

sorts of things such as knowledge, skills,
“Increasing one’s capacity to take action
insights, beliefs, values, attitudes and habits.”
Kim (1993)
Honey (1998)
Individuals learn through interactions and experience within and outside the organization.
Learning is playing a major role in creating high performing teams and achieving competitive
advantage. Effectiveness of learning will be influenced by the context that it takes place and
discretionary learning happens when individuals at their own interest acquire knowledge and skill
they require to perform better.
Learning Theories
There are many learning theories which focuses on different aspects of learning process and these
theories are connected to reinforcement; cognitive learning, experiential learning, social
learning;
1. Reinforcement theory
This theory has been developed based on the work of Skinner (1974) and it has established that
individuals can be made to repeat behavior with positive affirmations.
2. Cognitive learning theory
In Cognitive learning, understanding comes from, absorbing information as concepts, facts whilst
processing those internally.
3. Experiential learning theory
Learning from their experience through reflection is called the “experiential learning” It was
believed by Rogers (1983) that experiential learning can be promoted by creating the environment
for employees to use positives of their experiences.

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4. Social learning theory
The base for this theory is that effective learning requires social interaction. According to Wenger
(1998) that we all participate in groups of people with shared expertise which becomes our primary
sources of learning.
There are four types of learning which can take place;
1) Instrumental learning – Through achievement of standard performance level, the employee

learns better ways of doing the work with better performance levels. This learning is on-the-
job.
2) Cognitive learning – in this category the outcome will be based on improved knowledge and
competencies.
3) Affective learning – outcomes based on the enhancement of attitudes or feelings rather than
knowledge is considered as affective learning
4) Self-reflective learning – Reflecting on thoughts, behaviors and developing new patterns of
thinking and behaving which is creating new knowledge
Levels of Learning
 Knowledge
 Comprehension
 Application
 Analysis
 Synthesis
 Evaluation
Learning Styles
Learning theories explain how people learn whereas there are different styles for individual
learners, for learning
The learning style produced by Kolb is given below;
Concrete Experience
Testing implications of Observations and

concepts in new Reflections
situations
Formation of abstract concepts

and generalization
Figure 3. The Kolb’s learning cycle

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 Concrete experience – This is about doing or having an experience which can be planned or
accidental.
 Reflective observation – Reviewing and actively thinking on an experience
 Abstract conceptualization– Generalizing from experience to develop ideas which can be used
un similar incidents
 Active Experimentation – Testing new ideas in new situations which will lead to a new
concrete experience allowing the cycle to begin again
Learning Curve
The time taken for an inexperienced person to reach the required level of performance in a job or
task is called as the learning curve. This is also called as the “Experienced Workers Standard”
A standard learning curve;
EWS
Performance
Time
Figure 4. A standard learning curve
An Integrated Approach in Organizational Talent Management

Talent management is an organization's commitment to attract, develop and retain, their talented
employees. From the time of hiring the right talent, developing them, engaging in the organization
and inspiring the workforce contributes to organizational talent management process accordingly.

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Attract Develop Engage Inspire

*Creating *Orientation *Shared Vision *Motivational
Employer Programs
*Internal & *Communication
Brand
External *Rewards &
*Forums/
*Recruitment Trainings Recognition
Committees
strategies schemes
*On the job
*Continuous
*Advertising / trainings *Employee
improvement
Job posting engagement
*Job rotation/ Job projects / Kaizen
events
*Candidate enlargement/ Job Programs
evaluations enrichment
*Surveys /
and assessment
*Projects Feedback sessions
centers
*e learning -
*Selection of
Learning
the right fit
Management
System
Figure 5. An Integrated Approach in Organizational Talent Management
Systematic Learning Approach
Training is a systematic mechanism an organization can undertake to promote learning and this approach
is also called as ‘learner-based training’.
Identify Learning Needs

(Collect and analyze
information)
Evaluate Training Plan Training Programs

( Feedback / Evaluation & (Plan and organize - Techniques
Facilities Locations Trainers
Follow up )
)
Implement Training
( Execution/ Delivery )
Figure 6. Systematic Training cycle

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There are four steps in systematically designing and delivering a training program which enables
the organization in achieving its specified goals and strategies;
1) Identify training needs
Identifying learning needs is the first step of the L & D cycle which is of paramount importance
as sets the base L & D cycle and evaluations
A learning need is the gap between the actual performance level and the required performance level.
Training needs can be identified through various methods. In many companies they collect training
requirements along with their performance appraisal process and in some companies, there is an
annual training needs analysis which they run as a separate exercise to collate training requirements
of employees.
When analyzing training needs, --- in addition to the performance evaluations, we need to consider
the corporate business plans, the HR plan and available employee survey/ customer feedback
information etc.
In this step of identifying the training needs, it is essential to establish the learning objectives and
expected outcomes.
2) Plan and decide on the training interventions which are required to satisfy these needs.
Deciding on the interventions which will cater to the identified learning objectives and outcome is
another important
Decide on content – the content for the training program has to be decided including areas to cover
all training objectives of that particular training need.
Method of delivery - It can be formal or informal training, on the job or off the job, class room type
or e-learning, assignment / project based, coaching, mentoring etc in order to deliver the decided
training content.
Decide on the facilities, location, budget and the trainer - once the method is decided, the training
can be arranged on- or off-the-job, in-house or at an external location. Also, the required facilities
will be determined by the planned learning methods, and their availability. Also, the trainer can be
an in-house trainer, outsourced or an external person. At this stage we can do the appropriate costing
to support financial budgets.
3) Use experienced and trained trainers to implement training. (Execution of the training
program)
The delivery of the training has to be done as per to the plan with best training interventions and
actual training happens at this stage.

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Different learning strategies and interventions will be discussed under the session “Process of
Learning and Development”
4) Follow up and evaluate training to ensure that it is effective.
Training evaluation is an important step in a training program as it indicates the effectiveness of the
training. Also, L & D interventions are quite costly for an organization and striving in making it an
investment is significant in continuing L & D activities.
Usually training evaluation and trainer evaluation both takes place to measure the following;
Achievement of training objectives/success criteria, standards of delivery, appropriateness of the
content/ learning methods/ facilities used etc.
There are few ways of measuring training effectiveness and carrying out training evaluations.
 Pre training evaluation – The participants are given a set of questions related to the training
program and the answers are marked accordingly.
 Post training evaluation – One way of assessment is to give the same set of questions used at
the pre training evaluation and checking the results against the answers given prior to the
training. Further to this, general remarks and ratings can be obtained on the trainer, content and
facilities provided.
 There is another method which is used for assessing training effectiveness through setting
training objectives by the immediate supervisor which is on the expected outcome of the
training program, and those are being measured monthly, quarterly and bi - annually for the rate
of achievement
 Overall training effectiveness to the organization is measured through ROTI (Return on training
investment) which has its limitations in measurement.
I. Total cost /Investment = fixed and variable training cost

II. Total benefits of the organization
III. Contribution = Total benefits – Total cost
ROTI = Contribution x 100

Investment
 Group Exercise
Discuss the benefits and contribution of strategic Learning & development in overall talent
management in an organization

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02. Identifying learning needs
What is a Learning Need?
A learning or a training need is the gap between the actual performance level and the required
performance level
Gap (Training /Learning need)
Actual Performance Expected

level, Skills performance level,
knowledge, attitude Knowledge, skills,
and personal attitude and
characteristics personal
possessed characteristics
required.
Figure 7. Gap (Training /Learning need)
Advantages of Identifying Learning Needs
 Help in identifying the gaps in competencies in the organization and to take necessary measures
to fulfill those without affecting the operations.
 Align the Learning & Development activities with organizational objectives through
determination of skill gaps and appropriate L & D interventions.
 Establish the most important training needs -- by focusing on the main areas which require
improvement
 Provides crucial insights on the L & D interventions to be used, where it should be directed,
to whom it is to be given, and what is the content of that training.
 Identify the best way to impart the required competency. For example, On the Job Training,
attending a training program, coaching, mentoring, job rotation, project learning etc.
 Facilitate planning of training programs and other learning interventions and properly spreading
them throughout the year according to the Requirements.
 Reduces the risk of training failure and supports in managing the training budgets effectively
 Discuss more advantages of learning needs identification stating why you think it’s important
for an organization
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 Discuss and write down the impact on the organization, if learning needs are not properly
identified
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Process of Identifying Learning Needs

Learning needs should be analyzed in three levels which includes the organization as a whole
(corporate needs), department, teams, functions (Group needs) and for individual employees
(Individual needs)
Learning Needs Analysis – Areas and Methods
Corporate Analysis of business plans / strategies/ HR Plans
Surveys
Group
Performance assessments & evaluations
Competency assessments & learning

Individual specifications
Role analysis
Figure 8. Learning Needs Analysis – Areas and Methods
(The above diagram will be discussed below, in detail)
In this step of identifying the learning needs, it is essential to establish the learning objectives and
expected outcomes.

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When identifying learning needs, an organization having its own competency framework with the
required level of competencies for each role, makes the process convenient and smoother.
Competency is a combination of Knowledge, Skills, Attitude and Personal Characteristics.
There are few Methods of setting required competencies for the job roles;
1) Role analysis methodology
The focus of Role analysis is on identifying inputs (competency requirements) necessary to achieve
the expected outcomes (key Performance Indicators)
2) Behavioural competency modelling
The process for identifying, analyzing and defining behavioural competencies which are required
to be practiced by employees to reach an acceptable level of performance. There are a few ways of
collecting data systematically using expert opinions, structured interviews, surveys/ workshops,
critical output analysis (COPA) etc.
3) Analyzing technical competencies
Technical or functional competencies are required by the employees in order to achieve the
performance level that is expected from the role. Skills analysis techniques include job breakdown,
manual skills analysis, faults analysis and job learning analysis etc.
Some of the indicators for need for training are given below; it doesn’t mean training is the only
solution to overcome the negative indicators, but it can be playing a major role among other
effective solutions.
 Negative P & L / reduction in profitability

 Loss of market share
 Increase in customer complaints/ drop in Net promoter score
 Drop in productivity and achievement of targets
 High rate of damages/rejects
 Increased accidents and near misses
 Failure to meet deadlines and completion of work
 Dissatisfaction and demotivation among employees
 Increased costs and overheads
 High rate of waste / high error rate / frequent bottle necks
 Conflicts among staff / departments

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 High employee turnover and absenteeism
Learning Needs Analysis – Methods

There are various methods and sources that we use for learning needs identification.
1) Analysis of corporate objectives / strategies and business/ human resource plans
The Business plan and corporate objectives will set the direction for the future and through
assessment of same, we will be able to gather the types of competencies that we need with the
amount of resources required for a particular period of time. Subsequently, we can derive at the gap
by analyzing the present skill levels, making learning plans more specific.
2) Surveys
We can carry out special surveys to analyze the information from a number of sources together with
interviews and questionnaires to collate the learning needs. When there are changes planned such
as new business lines / job methods or responsibilities, any gaps in skills or knowledge need to be
analyzed.
3) Performance assessments and evaluations
Through annual performance evaluations we collect input for learning needs as it indicates
deficiencies and areas for improvement. Appraisal methods such as self-evaluations/ peer reviews/
supervisory evaluations, 360-degree evaluations and balanced score cards can be used to collect
input for learning needs.
4) Competency assessments/ learning specifications & development reviews
We can map the individual’s competency against the competency framework and it will give a
clear idea on the current and required skill levels of the individual regarding the assigned
competencies for the job role. This can lead to preparation of performance improvement programs,
personal development plans, learning contracts etc. Selecting a method or a combination of methods
can be done based on the level of involvement from Management and employees, time & cost,
availability of data etc. After selecting appropriate methods, learning needs can be collected and
after careful analysis, the learning needs should be finalized prioritizing the business needs.
Techniques to Identify Training Needs

Methods to Obtain Data
 Interviews
 Questionnaires

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 Observations
 Group Discussions,
 Records
 Reports
 Consultation with managers / supervisors
 Opinion Surveys
 Performance Reviews
 One to one meetings
 Systems and procedure changes
NOTE: the data obtained has to be analyzed by competent persons

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Group Exercise;
Nalin is an Operations Manager at a Manufacturing facility. He has 7 years of experience in logistics

and Operations and got promoted as the Manager Operations last year.
 The company plans scaling up its operations and the target is to double their volume in 3 years.
Also, they are considering implementing some key sustainability initiatives at the factory.
Various data has to be analyzed and many decisions are to be made from operations in order to
achieve the said targets.
 The KPI dashboard indicates that there is a slight increase in employee turnover and
absenteeism in the Operations department and decrease in accuracy levels of monthly reports.
 Nalin is reporting to the General Manager. His skill assessment carried out by the GM for this
year is given below. Skill levels are marked from 0 to 4- 0 being the lowest and 4 being the
highest
 In his annual performance appraisal, it was noted that his peers have seen his strengths in
delivery of work and marked him low for collaboration. His subordinates were dissatisfied with
his way of management
Considering all these facts, you are required to carry out a learning needs analysis and list out 4
areas as prioritized learning needs for this year. Also state the learning objectives/expected
outcome. You may develop your own format for the same.

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03. Influence of Learning and Development on business
The Business case for Learning and Development
The world is rapidly changing, and organizations will also have to speed up their pace in order to
achieve a competitive edge. In human resource management, the role of “learning & development”
is extremely important, mainly because of its contribution to the improvement in the competency
levels of human resources proactively. Human beings manage all the other resources. Therefore, if
an organization has more competent employees, the physical and financial resources are managed
in a more efficient and effective manner.
There are many needs and challenges faced by organizations;
 VUCA world (Volatility, uncertainty, complexity, ambiguity)

 Competition
 Globalization
 Customer choices and increasing demands
 Rapid technological changes and innovation
 More knowledgeable customers and customer rights
 Scarcity of resources
 Online platforms
In the business case for learning and development, it should establish how learning will cater to the
business needs. Basically, there should be alignment to the organizational goals and strategies
“If a business objective cannot be cited as a basis for designing training and development, then
no training and development should be offered”
(Kearns and Miller, 1997)
The business case has to convince the management regarding the return on investment,
demonstrating that significant benefits are obtained through learning activity
There are various potential benefits that can be gained through L & D activities which can be
substantiated through cost/benefit analysis. They are as follows:
 Improve organizational/ team / individual performance – Output /speed of delivery/ overall

productivity/ Provide higher service levels
 Improve quality – zero wastage/ lesser errors/rejects and rework

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 Attracting highly competent staff when resourcing, due to the fact that L & D opportunities are
being provided by the organization. The Quality of recruitments improve when candidates are
aware that the organization provide substantial L & D opportunities
 Increase employee satisfaction and morale which lead to higher level of performance and
Higher ratings at employee surveys and indexes.
 Improve operational flexibility by increasing multi skilled employees.
 Increased ability to manage change by imparting the skills required to manage new situations.
 Develop a positive culture which is oriented towards improving performance.
 Minimize learning costs by reducing the length of learning curves
Impact of Learning & Development on Performance
For us to understand the impact of Learning and Development on performance, we have to consider
the benefits that can be achieved by an organization, through Learning & Development;
 Increased employee motivation and morale

 Job satisfaction due to increased abilities and skills.
 Improved efficiencies in processes and work performance which result in financial growth.
 Increased employee capacity to adopt new technologies and methods.
 Enhanced organizational values & image and positive mindset of employees
 Improved health & safety practices and lesser near misses and accidents.
 Develop a sense of ownership and accountability
 Reduced Attrition Rate (Employee Turnover) and absenteeism.
The outcomes of Learning & Development positively impact the organization and its return on
investment is high. The benefits of L & D directly or indirectly has an effect on the performance of
an organization.
The only drawback is that there is no proper way to establish that those positive results stemmed
from the training & development interventions itself. But in most cases, it has been possible, to link
a well-designed training program to improvements in business results. Further it is much easier to
evaluate and establish the link when organizations conduct a thorough needs assessment before
developing and delivering training.

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Creating Learning Culture
When an organization accepts and promotes “learning” as an essential part of the system, with the
commitment of its top management, line managers and employees it is called a learning culture.
Definition of Learning Culture

The learning organization is one ‘where people continually expand their capacity to create the
results they truly desire, where new and expansive patterns of thinking are nurtured, where
collective aspiration is set free, and where people are continually learning how to learn together”
(Senge , 1990)
In an organization, promotion of a learning culture has to commence with the positive commitment
and contribution of senior management, line managers and employees. Likewise, all staff must be
geared towards this transformation.
Through an established learning culture, it is evident that the competitive advantage and business
continuation can be achieved, which takes the organization to the next level of development. Also,
it provides employees, a sense of ownership and opportunities to grow along with developed
organizational practices and employee commitment.
Some key steps in developing and promoting the learning culture in the workplace are given below;
 Develop a shared vision – Direct everyone through the transformation of the learning culture
from senior management to floor level workers
 Formalize learning and development plans - Develop proper training needs analysis exercise
and develop L & D plans accordingly so that you can obtain the buy in of employees.
 Provide proper recognition for learning – Identify ways to recognize enhanced skills and
abilities which motivates employees for further learning and others to follow suit. Promote role
models and ensure internal publicity for learning
 Obtain feedback and take corrective measures – Address concerns and implement suggested
improvements to ensure a good return on investment whilst keeping the staff morale high.
 Develop knowledge and information sharing among employees - Encourage employees to
share knowledge and information. Formalize the process of information sharing to facilitate the
above.

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 Facilitate and guide employees with their work challenges – provide them with required
resources, feedback and support
A learning culture consists of few characteristics such as empowerment at work rather than
supervision, self-managed learning not guided by instructions, long-term capacity building
and less focus on short-term fixes.
Why do we need to create a learning culture at work? Discuss the importance taking your
organization as an example
Learning and Development Strategy
Learning and development (L & D) strategy is the operationalizing of L & D philosophy of the
organization. It is fundamentally concerned with creating a learning culture that will encourage
learning and will provide the basis for planning and implementing learning activities across the
organization.
It outlines how an organization builds capabilities and develops its workforce ensuring the
alignment with the overall business strategy. It also has to take into account the needs and
aspirations of employees to grow and develop.
A Learning & development strategy consists the elements given below;
 L & D Philosophy of the organization - Overall thinking of the management on the role of
learning & development
 Aims and objectives of the L & D Strategy – what are the aims to be achieved and identified
needs to be fulfilled through Learning & Development.
 Priorities for Learning & Development – what interventions are to be prioritized? and what
skills/ knowledge and behavior are focused under the particular strategy?
 Plan for achievement of intended aims – creating a learning culture and planned learning
interventions such as formal & informal learning/ coaching/ personal development plans/
blended learning etc.

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 Responsibilities - How the responsibilities will be shared between the individual employees,
HR/ Learning expert’s/ line managers and top management?
 Resources required for learning and development – facilities, equipment, materials and
resource panels, financial budgets for L & D, internal and external support etc.
 Success criteria for learning and development. – the expected outcome from L & D
interventions
 Evaluation criteria in measuring effectiveness of learning and development – What are the
methods used for evaluating the success criteria.
A learning & Development strategy’s execution and impact should be measured using key
performance indicators (KPIs) such as:
Business excellence / Strategic alignment - The link between L&D initiatives and business
priorities and the effectiveness of learning & development strategy in supporting the
organizational strategies
Learning excellence/ Capabilities - The role of learning interventions in changing employee’s

behavior and performance and the impact in building the mind sets, skills and expertise of the
employees. Operational excellence – How best the L & D budgets and other resources are used
in achieving the outcome. The level of support L & D has offered the employees in achieving
their best levels of performance.
Organizational health and employee engagement – the extent that the learning has strengthened
the overall health/ employee engagement of the organization
 Metrics and scores such as learning-program evaluation and completion scores. impact on
individual performance, employee engagement, team effectiveness, and business-process
improvement scores can be used to measure the above KPIs

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Group Assignment;
You are the training manager of ABC company and you have been asked to provide justifications
to the senior management to obtain approval for the yearly training budget.
You have carefully taken into consideration the 3-year strategic plan, HODs feedback, individual
assessments and other required details when developing the training plan and budget.
How do you initiate the business case and convince the senior management to approve the budget?
Prepare a learning budget covering areas of Technical trainings/ professional trainings/

Management development programs and others as necessary and list down the points that you
would highlight in order to justify the ROI for the organization.

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04. Process of Learning and Development
Process of Organizational Learning
Definition of Organizational Learning
Process of: ‘Coordinated systems change, with mechanisms built in for individuals and groups to
access, build and use organizational memory, structure and culture to develop long-term
organizational capacity.’
(Marsick, 1994)
In organizational learning, it is required to direct the workforce through proper

communication and dialogue to a coherent and powerful vision of the organization,
promoting awareness of the need for strategic thinking. Also, it is essential to develop a
conducive learning and innovation climate.
Further in alignment with the corporate strategy of the organization, organizational learning
requires support from top management, with allocation of adequate budgets and proper direction
Organizational learning can be categorized into three stages process including knowledge
acquisition, dissemination and shared implementation
1) Knowledge acquisition - direct experience, the experience of others or organizational past
records
2) Dissemination – Information flow, knowledge sharing and distribution
3) Shared implementation – Aligning learning to achieve the overall organizational needs and
active participation of all employees
Organizational learning occurs under two conditions:
1) When the organization reaches the goals as planned
2) When there is a mismatch between the plan and the outcome, and the gap is identified and
corrected accordingly.
Organizational learning develops the intellectual capital of the organization and increases the
competencies and capabilities of its resources. Single loop learning and double loop learning are
the two types of learning which takes place under the organizational learning process.
Single-loop Learning
Also called as adaptive learning which will only correct any deviation from the accepted norm
through small changes without challenging assumptions, beliefs or decisions.

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Here the loop completes when the targets are defined, monitored and corrective actions are taken
thereby enabling the achievement of same.
Double-loop Learning
Double loop or generative learning involves examining the root causes of problems and
challenging assumptions, beliefs, norms and decisions, rather than accepting them.
There is another loop of learning on top of the traditional single loop learning.
Eg: New learnings and experiences arise through problem solving techniques such as PDCA/ Fish
bone diagram/ 5 why analysis etc.
According to Easterly-Smith and Araujo (1999), incremental change is associated with single-loop
learning where an organization tries out new methods and tactics whilst obtaining timely and rapid
feedback in order to make continuous alterations. On the other hand, double-loop learning is
focusing at radical change, such as major change in strategic direction, revision of systems etc.
Even though double-loop learning is considered to be superior, there are situations where single-
loop learning will be more appropriate.
Organizational Learning Strategies

Organizational learning has to be backed by the learning and development strategy and the
organization's corporate culture. It must recognize the organization’s needs and employees'
individual talent development needs in order to align the organization with its overall strategy
and goals, thereby establishing sustainability.
Strategic Choice
Child (1997) developed the concept of strategic choice in organizational learning and suggested
that organizations evaluate information from their internal and external environment in order to
identify opportunities and problems, in making choices about their priorities, strategies and actions.
This leads to a learning process through action and outcome, which involves debate, negotiation
and the exercise of choice.
Evaluative enquiry is a method of enhancing organizational learning through critical thinking and
implementation in work environment
It comprises of few steps such as;
I. Raising questions – What direction should be taken, what new knowledge/skills do we
need?

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II. Identifying challenges – Outcomes of SWOT /PEST analysis and evaluating competition /
shortcomings.
III. Reflecting – Things which were planned correctly but the desired outcomes not obtained,
lessons learnt and outcomes of brainstorming sessions.
IV. Analyzing and interpreting data – Referring to past data and comparing methods
/experiences related to same. Outcome of Method study/ Work study and problem-solving
tools such as PDCA, Pareto analysis, 5 whys etc.
V. Auctioning and implementation – Proper identification of learning and development
strategies and implementation.
There are many learning / trainings interventions which can be used to accommodate the
organizational learning strategies
1. Formal learning
Planned and systematic learnings through structured training which may be conducted on- or off-
the-job.
On the Job Trainings Off the Job Trainings
 Job Instruction Training (JIT)  Class room sessions / Lectures/ Seminars

 Job rotations  Simulations eg – Pilot training
 Coaching & Mentoring  e learning platforms eg - IT related
 Assignments and case studies certifications
 Apprentice programs and internships  Researches / Projects / Reports
 Using Learning Management Systems  Development centers – Program consists
(LMS) of various exercises, tests and interviews
to enhance the practical ability especially
directed at leadership levels.
2. Informal learning
Experiential learning which takes place while people are learning on-the-job. There are many
advantages in informal learning such as
 Relevant and focused to the immediate environment
 Easy to understand as progressive/incremental learning takes place
 Flexible enough for the learner to decide how they will gain knowledge

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The disadvantages can be that some employees will not benefit as they will not take up the
opportunity and learn Therefore it might not satisfy the individual and organizational needs as it is
unplanned and unsystematic.
3. E-learning
Learning supported through web-based technologies, Learning Management systems and Learning
portals through Computers. It provides opportunity for the learner to complete learning modules at
his or her pace and time which leads to better understanding of the content. Since the evaluation
and re training is also available with most of these e learning modules, it facilitates the trainer to
identify the level which the learner has successfully completed.
4. Blended learning
Blended learning is using a combination of learning methods to increase the overall effectiveness
of the training and experience of the learner. It can be a series of learning activities such as external
course, coaching and mentoring, e learning module, a personal development plan, role plays, case
studies, simulations, and other exercises.
5. Just-in-time training
Just-in-time training takes place as close possible to the time when the activity is taking place. It
will mostly support in Trouble shooting and ensure that the learner finds it applicable in his current
work role.
6. Bite-sized training
Bite-sized training is allowing the opportunity to gain a specific skill or some knowledge in a short
training session. It will not facilitate the individual’s holistic view and develop intellectual capacity
as the training is provided to accommodate certain divisions of knowledge or steps in a process.
The Concept of a Learning Organization

A learning organization facilitates the learning of its employees enabling continuous
improvement and transformation which keeps them abreast of competition. It has the ability to
create, acquire and transfer knowledge, modifying the behavior of employees to reflect new
knowledge.
According to Senge (1990), a Learning organization has been distinguished from traditional
controlling organization, based on five disciplines which are called “disciplines of the learning
organization.". It includes the systems thinking, personal excellence, Psychological models,
collective / shared vision, and group learning concepts.

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Learning organizations comprise of the following features;
 Use learning to reach their goals
 Link individual and organizational performance
 Support continuous improvement
 Encourage inquiry and dialogue,
 Facilitate risk taking
 Demonstrate higher awareness and interaction with the internal and external environment.
 Encourage active listening and constructive criticism
We can distinguish five main activities which are practiced by learning organizations to a greater
extent;
1. Systematic problem solving
Scientific problem solving methods such as “Plan – Do – Check – Action” , Fish bone diagrams,
relying on data and statistical tools (Pareto charts, correlations)
 Exercise
Describe the problem-solving tools given below and explain how each tool is being used;
PDCA
Five Whys
Pareto charts
Fishbone diagram
Brainstorming
2. Testing new methods and experimentation with new approaches

Applying method/work studies and testing out new methods and suggesting kaizen ideas for
process improvements.
3. Learning from their own experience and history

Reviewing their successes and failures, through systematic assessment, and recording what could
have been done better and improvement areas.

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4. Learning from the experiences and best practices of others
Looking at industry expert’s success stories and learning from their best practices.
5. Transferring knowledge throughout the organization effectively

Using effective learning techniques and facilitating proper knowledge transfer among the
employees and provide continuous learning opportunities
The learning organization and organizational learning
Organizational learning is about how people learn in organizations; the learning organization
concept is about what organizations should do to facilitate the learning of their members.
Individual Learning Strategies

Individual learning strategies are based on the individual learning needs of the employees
depending on their strengths, needs, skills and interests. Each employee can be given an individual
learning plan comprising the strategies aligned to the prioritized learning needs as discussed in the
chapter of organizational learning strategies.
Given below are few development interventions to support individual learning strategies;
1) Personal Development Plans
Personal development plan carries out the steps and actions required to develop individuals with
guidance, encouragement and support of their organization.
2) Learning contracts
A learning contract is a formal agreement between the organization and the individual on the
required learnings, objectives and the role of the individual and the manager in accomplishing
learning needs. It works as a blueprint for learning.
3) Planned experience
In planned experience, a program will be designed in order for employees to obtain the required
knowledge and skills in their jobs and prepare them for progressive responsibilities. This program
will set out the learning experience from each job and exercise, with proper arrangements to check
progress

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4) Self-directed learning
The individual will be kept responsible for their own learning needs, improving performance and
related career development activities. This type of learning encourages individuals to develop new
patterns of thinking and positive behaviours.
However, they still need to be given guidance and support in finalizing the exact learning
requirement and finding relevant interventions for learning.
Group Assignment;
Arjun works as a HR Executive at ABC company. His role was changed from Employee Relations
Executive to Recruitment & Selection Executive recently, considering his good performance in his
previous role. He is very good at handling people and managing small teams. He finds it challenging
to facilitate interviews at some levels, especially when it involves with psychometric assessments.
Also, he is not confident in certain functions of the HRIS.
You are the L & D executive of ABC company and you have been assigned to create a development
plan for Arjun commencing from his immediate development needs and extending up to 2 years.
Please consider his change of role, weak areas and prospects when designing the plan and include
short term and long-term training goals.
You may develop your own format of learning plan for Arjun indicating the following areas;
 Time frame – eg: 1 day training program to be completed by October 2020 / 3 months course
to be completed by December 2020 / 2 years diploma by 2023
Focused competencies for development – (Select from the lists given below)
Knowledge /
Technical Competencies
Skills
Knowledge Knowledge of HR policies & processes
Knowledge Knowledge of Business
Knowledge Knowledge of Labour laws
Knowledge Knowledge of psychology (to understand human behaviors)
Skill Skill in Grievance Handling & Counseling

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Skill Computer Operating Skills (MS Office)
Knowledge Knowledge of IHRM system/ HR Systems
Knowledge Organization design - JD, JS, Pay Structures & Evaluation
Skills Job Description Writing
Knowledge Knowledge on career & succession planning
Knowledge Knowledge of Goal setting process & Performance Management
Knowledge Knowledge of Recruitment techniques
Skill Interviewing Skills
Knowledge Knowledge Psychometric Tests/Assessment Techniques

Skill Skill in administering Psychometric Tests
Knowledge Knowledge of Competencies
Knowledge Knowledge on Health & safety , Environment
Professional Competencies
Communication and Influencing

Skills
Planning and Organizing
Analytical Skills
Negotiation Skills
Decision Making
Problem Solving
People Management
Detail Orientation
Time Management
You are required to provide the best suited training intervention for each selected competency
Eg: In house training / Job rotation / case study/ business project/ certificate course in HRM/ facility
tour/ modules through e – learning system/ external training / lectures etc)

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References
Armstrong’s Handbook of Human Resource Management Practice- Michael Armstrong with

Stephen Taylor- 14th Edition
Human Resource Management- Gary Dessler and Biju Varkkey- 15th Edition

DPHRM U21 - Strategic Learning and Development - English - V1

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Chartered

Level : Diploma in Professional HRM

Unit Code : DPHRM - U21

Session : Strategic Learning and Development

Name & Index No: …………………………………………

Chartered Institute of Personnel Management Sri Lanka (Inc.)

Purpose and aim of the unit

 Understand the concept of Learning and Development and its outcomes

Guided Learning Hours

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02. Identifying learning needs ........................................................................................................ 13

03. Influence of Learning and Development on business .............................................................. 19

04. Process of Learning and Development ..................................................................................... 25

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Definition and Role of Strategic Learning and Development

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 Enhancement of competencies (Knowledge, Skills and Attitude) leads to learning &

Knowledge Skills Attitude

(facts, principles, theories (Ability to apply (Positive or negative

Strategic Learning & Development aims

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Learning & Development Philosophy

Corporate Governance and Management

Learning & Development Stakeholders

Figure 2. Learning and Development Philosophy

There are key indications of a L & D philosophy of an organization;

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Definition of Learning “Learning is complex and various, covering all

2. Cognitive learning theory

3. Experiential learning theory

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There are four types of learning which can take place;

1) Instrumental learning – Through achievement of standard performance level, the employee

Testing implications of Observations and

Formation of abstract concepts

Figure 3. The Kolb’s learning cycle

A standard learning curve;

An Integrated Approach in Organizational Talent Management

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Attract Develop Engage Inspire

Systematic Learning Approach

Identify Learning Needs

Evaluate Training Plan Training Programs

Figure 6. Systematic Training cycle

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I. Total cost /Investment = fixed and variable training cost

ROTI = Contribution x 100

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Gap (Training /Learning need)

Actual Performance Expected

Advantages of Identifying Learning Needs

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Process of Identifying Learning Needs

Learning Needs Analysis – Areas and Methods

Corporate Analysis of business plans / strategies/ HR Plans

Competency assessments & learning

Figure 8. Learning Needs Analysis – Areas and Methods

(The above diagram will be discussed below, in detail)

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1) Role analysis methodology

2) Behavioural competency modelling

3) Analyzing technical competencies