Identification and Implementation of Learning and Development

The document discusses various topics related to learning and development in organizational settings, including formal and informal learning, internal and external training, career planning, performance appraisals, skills assessment, and goal setting. Key aspects like the role of team leaders and difference between goals and objectives are explained.

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Identification and Implementation of Learning and Development

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hawassapoly2015

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1.1.

Identification and implementation of learning and Development

Developmental learning - learning that takes place as a normal part of cognitive
development human resource management, training and development is the field which
is concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several names,
including human resource development, and learning and development.
Through effective learning we increase our knowledge base. When we put learning into
practice we increase our competence. Knowledge and competence are vital resources
for business success - they can be tapped in order to open up a wider range of
opportunities. The greater the amount of knowledge held within the organization the
more likely it is that opportunities will be identified and acted upon.
1.1.1. The role of a team leader
As a supervisor or team leader in a disability business service working with supported
employees you have a role to:
 assist your team to establish its purpose, roles, responsibilities and
accountabilities in line with the organization’s goals, plans and objectives
 assist your team to monitor and adjust its performance within the organization’s
continuous improvement policies and processes
 encourage your team to use the competencies of each member for the team and
individual benefit
 Monitor the team competencies.
How each of these is achieved will depend on a number of factors related to you, your
team and your organization. Each team leader, team member and organization has
characteristics, aims and expectations that impact on how the role of team leader is
carried out. Being aware of the basic principles and practices of team leadership can
assist you in completing your work successfully.
1.1.2. Difference between Formal and Informal Learning
Whereas formal learning happens in a training based organization, workplace, mobile
devices, classrooms, online over the internet, and through e-learning portals, informal
learning is based on practical and lifelong learning. The informal learning is a crucial
concept, especially for individuals who must stay abreast with rapid technological and
economic changes. While informal learning symbolizes a key to enter the world of
employment, it also represents the steps in building a successful career.
 A Closer Look at the Formal and Informal Learning
Formal learning occurs in a structured and organized environment like
training/education institution or on the job. It is explicitly designed as education in terms
of time, objectives and resources. It is an intentional learning from the learner’s
perspective, leading to degrees and certifications. Formal learning is a structured model
that presents a rigid curriculum, corresponding to laws and norms. It is rather
presentational education.

Informal learning is the education that is beyond limitations and goes on outside of a
traditional formal learning environment like university, school or college. It is an
education that is seen as a learning which goes on in our daily life or learning projects
undertaken by us to teach ourselves.
This learning is based on the daily life experiences like peer groups, family, media or
any other influence in the learner’s surrounding. This learning platform encompasses a
range of activities; it could be researching the International Gallery collection, learning
cookery skills in a community center, taking part in a project voluntarily or others.
1.1.3. Internal Training vs External Training
Internal training sessions are conducted by someone that already works for your
company. This is often someone from HR, but not always – it depends on the purpose
of the session and who the best person for the job is. For a product demonstration, for
example, a sales person may be better suited to the role, or for a more technical
demonstration a developer may be a good fit.
External training is conducting by experts or influencers from outside of your company.
They may be someone your company already has a relationship with – such as a
supplier – who has been brought in to give more information on a product or feature, or
an industry expert who can share the latest trends to help teams stay ahead of
competitors.
1.1.4. Work experience/exchange/opportunities
Work experience called internship in North American English, is any experience that a
person gains while working in a specific field or occupation. Work experience is a very
useful way of gaining relevant, professional experience and knowledge of a particular
industry, as well as potential references. It can be referred to as an internship or
placement, and can greatly improve your employability.
1.1.5. Career planning/development
Career planning encourages individuals to explore and gather information, which
enables them to synthesize, gain competencies, make decisions, set goals and take
action. It is a crucial phase of human resource development that helps the employees in
making strategy for work-life balance. Career development is the continual process of
managing your learning, leisure and work to progress through your life. It includes
gaining and using the skills and knowledge you need to plan and make informed
decisions about education, training and work. With so many choices, it can be
challenging to know what direction you should take.
1.1.6. Performance appraisals
Team leaders are expected to monitor and adjust team performance to assist the team
in meeting its goals. How this is done will vary from organization to organization. Most
organizations will require team leaders to ensure that teams complete work:
 on time
 within budget
 To specifications.
An everyday part of a team leader’s role is to assist the team to complete its work
successfully. This is greatly assisted by clear communication of the team’s goals,
objectives and targets in a manner that aligns with team members’ needs.

1.1.7. Workplace skills assessment & Recognition of prior learning

Assessing an individual’s skills while they are on the job is a valuable way of
determining whether they are performing to the required standard, whether further
training may be needed, or whether they have skills that can be utilized in other areas
(such as in future team leadership or managerial capacity).
A workplace skills assessment involves observing a candidate as they perform their
daily tasks, often over a period of time, and using a variety of methods to gain an all-
round picture of that person’s current abilities and future potential.
Not everyone learns in the same way, and someone who is naturally good at something
may not be able to demonstrate that ability in a classroom environment. Some people
have book smarts and others have street smarts, and if the latter is not to be overlooked
when assessing the overall competency of a workforce, then workplace assessment
needs to play a vital role.
From an organization’s point of view, workplace assessment can determine whether the
right people are in the right jobs, whether further training is required, and which
employees have the potential to benefit the organization in the long term.
1.1.8. Quality assurance and/or procedures manuals
The Quality Assurance Manual is a living document that contains Fermi lab’s policies
and procedures designed to manage quality in accordance with the requirements of the
DOE Quality Assurance Order. It also outlines requirements necessary to consistently
meet the contract obligations throughout the laboratory.
The Quality Assurance Manual shall be issued to executive staff who are responsible
for managing, performing and verifying work affecting quality and to customers on
request. Copies of Quality Assurance manuals shall be returned to Quality Assurance
upon request or when leaving the company.
1.1.9. Goals, objectives, plans, systems and processes
Setting goals is critical for every organization because goals determine the broad vision
and direction for any business plan. The best goals will align with the company mission,
vision and culture and describe the business' longer term aspirations before laying out
specific actions. Setting goals is an important step of business planning, as a well-
defined broad primary outcome will have an impact on areas including your mission
statement, financial objectives, corporate culture and marketing strategy.
Goals vs. Objectives
While goals and objectives work in harmony to maximize your business strategy and
produce results, they have clear differences that must be recognized to use them
effectively.
Goals are:
 Broad in nature
 Valuable for setting a general direction or vision
 Difficult to measure
 Abstract ideas
 Longer term
 The end result
Objectives are:
 Narrow in scope
 Specific steps
 Associated with a schedule and time frame
 The means to the end result
 Easy to measure
 Short term or medium term
Anytime an individual or employee undertakes a long-term goal, it can feel intimidating
to put a plan together to make it happen. The S.M.A.R.T method helps make goals
achievable by breaking the goal down and assigning responsibility to team members.
They describe who will do what, by when.
S.M.A.R.T goals are
 specific,
 measurable,
 attainable,
 relevant and
 Timely.