Grade

Pass Merit Distinction

HUMAN RESOURCE MANAGEMENT INSTITUTE (HRMI)

PEARSON ASSURED MANAGERIAL DIPLOMA IN HUMAN RESOURCE MANAGEMENT

Unit No/Title: Unit 3: Learning & Development

Assignment No: 1/1 Assignment Title: Learning & Development

Date Set: 21st September, 2019 Due Date: 19th October, 2019

Student ID / Student Name: Rajendra Regan Signature: ___________ Contact No: 0772107360
Submission Status: Please ✓ Date of Submission: _________________ Received by: ______________

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Feedback
Pass Grade
A pass grade is achieved by meeting all the requirements defined in the assessment criteria to pass
for each unit.

Criteria for Pass Feedback

Task 01 : Coverage of Assignment Requirement

Task 02 : Coverage of Assignment Requirement

Task 03 : Coverage of Assignment Requirement

a)

b)

c)

d)

e)

f)

Task 04 : Coverage of Assignment Requirement

Criteria For Merit

Identify and apply required theoretical know-how in the
given subjects and topics
Possible Evidence :
Effective identification and application of theory in
relation to the subjects and topics being discussed
Criteria for Distinction
Use of academic writing style and application of
references in the discussion
Possible Evidence :
Learners must use academic writing style and also apply
referencing in the discussion both in-text and end-text
referencing using Harvard System

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Contents
Introduction ........................................................................................................................... 3
1.1 Overview of the company ................................................................................................ 4
1.2 What is Learning and Development ................................................................................ 5
1.2.3 Business Strategy and L & D Strategy ......................................................................... 5
1.2.3 Characteristic of L & D Strategy ................................................................................ 6
1.2.4 Alignment of L&D with Strategies.............................................................................. 6
2.1 Role of the learning curve ............................................................................................... 6
2.1.1. Why learning should transfer to workplace .............................................................. 7
2.1.2. Training needs for different level of employees ........................................................ 7
3.1 Overview of the training and selection ............................................................................. 8
3.2 Systematic approach and usage on training and developments .................................. 8
3.2.1 Different type of learning styles and application in AFC ............................................ 9
3.2.2 Importance of the learning content and structure the content.................................. 10
3.2.3 Time period of the training ...................................................................................... 10
3.3 Evaluation of the training ............................................................................................... 11
3.4 Costing of the training ................................................................................................... 11
4.1 What is management and Management development ................................................... 12
4.1.1 Formal and Informal Approaches ............................................................................ 13
4.2 Application of Formal and Informal approaches in AFC ................................................. 13
References ......................................................................................................................... 14
Annexure I .......................................................................................................................... 15

Introduction
Learning and development can be identified as a key element in Human Resource
Management. It enables us to transfer learning into action by adding competitive advantage
over others. It should be aligning with organization strategies and L&D strategies.
In this assignment, Alliance Finance company PLC has considered to explain each situation
arise in the L&D context. Characteristic of L&D and linkage of company strategies explained

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in earlier sections. Learning curve and Importance of transferring the learnings to the work
place also describe in the later sections.
Holistic knowledge explains on learning and development transferred through a training
program for identified set of employee group in the work place.
Likewise, all the aspect of learning and development knowledge addresses in each section.

TASK 01
How Learning & Development (L & D) is aligned to the business strategy and the
characteristics of L & D strategy

1.1 Overview of the company

The Alliance Finance Company PLC (AFC) is one of the premier establishments with a
history of over six decades and operates within the Non-Banking Finance sector of the Sri
Lankan financial industry. It has excellent track record among the financial institutions being

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the third oldest licensed finance company in Sri Lanka and provides a yeoman service to the
country by granting facilities to relatively informal segments.

1.2 What is Learning and Development

It’s important to understand the concept behind on learning and development and how it
should be aligned with business strategies.

Learning can be explained that person acquired knowledge, skills and attitude to perform or
enhance current capability by resulting a permanent behavioral change in the future. When it
comes to organization, learning enables employee to conduct a job or to perform a new
function within the organization in a better way. It’s slightly different from of academic
learning and more focus on skill-specific and more general to the field.

Development is an exercise that improve a worker's future development in another word,

preparing employees for future responsibilities, challenges, while increasing the ability to
perform current job. Succession planning can be identified as an important phase of the
employee development.

Learning and Development cannot perform alone and to get the maximum output, it’s
necessary to have well-structured learning and development (L&D) process in an
organization. L&D should be incorporate with business strategy for company long run.

1.2.3 Business Strategy and L & D Strategy

A business strategy can be defined as a combination of action plans, objectives to drive the
business towards desired goal by increasing the competitive advantage over the
competitors. Michael Porters generic strategy clearly explained how business strategy
should structure based on costing, market segment, product range and uniqueness.

High operational cost always does the major impact for AFC. As a strategic initiative AFC
has chosen cost leadership strategy to implement the organization business strategy. Cost
leadership strategy can be achieved through minimizing operational cost, use new
technology and re design the work flow.

Centralizing the credit approval process is an important initiative made through business
strategy and importance of the L & D and alignment with strategy discussed in future
sections.

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1.2.3 Characteristic of L & D Strategy
A learning and development (L&D) strategy is an organizational strategy that identified
employee’s competency on job, skills and capability of doing job and how these elements
developed to enhance individual and organizational level by ensuring sustainability and
successfulness of the organization.

Main characteristic of L&D Strategies are people led and business led. Business led explain
as support to achieve business goals and people led focus on people growth and
development. Considering all the aspect of strategies and objectives L & D aligned.

Through the L &D Strategy, ensure learning and development staff needs are effectively
met, Skill requirement of senior managers are developed or not.

1.2.4 Alignment of L&D with Strategies

It’s important to align all the business strategies and L & D characteristics to develop
properly structured learning and development process. In the AFC, Centralizing credit
approval process expected to do major business strategic initiative. To achieve such
objective L & D should play a major role. This process change adds new work flow and new
system environment. Facing the new environment is one of the challenging tasks for
respective employees.

Such challenges can be converted to strength by having proper L & D. This can be done by
arranging system training to group of employees, process training, awareness program to
key stakeholders. And also, this will give opportunity for employees to career enhancement
by adding new process team, system handling team to current process. These trainings
enhance skills of employees (People led) and drive the company desired goal (Business
led).

Task 02
Explain the role of the learning curve and the importance of transferring learning to
the workplace and Compare the training needs for staff at different levels in an
organization.

2.1 Role of the learning curve

Learning and Development is an important process in an organization and learning culture
gives the effectiveness of the L&D. Most of the organization thinks L&D is a costly exercise
rather than investment. Building a learning culture is one of the hardest tasks to perform as a
HR practitioner. In the AFC also having same problem like other organization. Usually
learning culture encourage the employee to do more learning with the adequate support of
management.

Though learning culture encourage the learnings, success and duration for an application of
learning totally depends on the learning curve of an individual. Learning curve explains as,
the time which was taken by an inexperience person to reach required level of performance
on assigned task. It measures through experience workers standard.

Rate of learning vary due to effectiveness of training, experience of employee, natural ability,
interest of the learner. Success of the learning can be measured by comparing standard
learning curve and individuals. Two type of learning curves can be identified to measure the
performance. those are, Negatively accelerated learning curve and Positively accelerated

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learning curves. Understanding the learning curve of an employee and arrange the suitable
training can be led to a greater success. This is how learning curve play in the learning
process.

2.1.1. Why learning should transfer to workplace

Organizations always expect performance improvement, application of learning in the
organization and self-development from each and every training session which was
conducted. Majority of employee training sessions arranged to enhance job related skills of
an employee. That development directly impactful to organization sustainable aspect.
Depends on the job role, training output can be varied. Job related training were mostly
arranged for low level staff and training were mostly focus on adopting new technique,
quality improvement measurement, safety measures, organizing day to day work (Eg. 5S)
and product knowledge.

By providing these trainings, expected to improve product quality, increase quantity,

productivity, reduced wastages, reduced job-related accident, improve employee motivation
and moral etc.

2.1.2. Training needs for different level of employees

In an organization, training should be arranged for different levels such as organizational
level, occupational level and individual level. Organizational level mainly focuses on overall
training needs of a business. Through this phase expected identify general weakness in the
organization and identifying the critical training requirement to arrange necessary trainings.
In the AFC, core business fully engaged with people. Treating customer could be critical
area for business aspect and this can be identified as an organization level training need.

Other important training level is occupational level training, generally focus on skills,
knowledge, and attitude of an employee which is required to carry out the assigned job. In
the AFC, pawning operation can be identified as critical training required area. Hence,
pawning related trainings are mostly job related.

Final training level is individual level, this training mainly focuses on individual development
needs. Through this phase, identify the individual level training need to improve skills,
knowledge and attitude of an employee. In the AFC context, middle management people
may need interpersonal skills and computer literacy related training to development of an
individuals.

Likewise, arranging the training by focusing on learning curves and learning levels are more
important. Even though, those aspect address no point of train the employee if they are not
willing to transfer the knowledge to day to day activity. So, it’s more important that transfer
necessary skills, and knowledge for jobs to achieve business strategic objective.

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Task 03
3.1 Overview of the training and selection
AFC is a pioneer finance company in Sri Lanka and provide yeoman service to all the range
of customers. Core business of the AFC is providing total leasing solution to all the
customers. Since company dealing with the customers, marketing staff play the significant
role to convert each customer to successful business.

It’s necessary to train new marketing executive to achieve allocated target which was
derived from the corporate goal. This kind of training can identify as an occupational level
training with the combination of People-led and business-led on L & D strategy.

3.2 Systematic approach and usage on training and developments

The methodology/ logical approach used to arrange the training program identify as
systematic approach. Cycle of the systematic approach shown in the following figure.

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According to above cycle, this approach starts with the identifying the people work related
training needs and designed the training based on the priorities needs which is relevant to
job function. After the designing phase, training should be conducted to meet the training
objectives and evaluate the effectiveness of the training finally assess. Based on the
evaluation of the training, decision can be taken to restart the training program again or
discontinue if program achieved the expected outcome.

Even though the above process shows as simple, but it’s going to be a big challenging task
when it comes to implementations. One of the hardest tasks in the implementation process
is identifying and prioritizing the job needs which is relevant to the marketing staff.

By providing necessary training to employee remove the competency gap between current
level of competency and desired level of competency for an executive.

New employee doesn’t have knowledge on internal procedure, policies and product which is
relevant to do the job function. On the job training can be ideal option to address critical
function at the beginning of the employment. Not like other training method, on the job
training method gives more practical experience to the new staff. Expected output would be
performing well on assigned target at a shorter period.

3.2.1 Different type of learning styles and application in AFC

it’s important to identify the relevant learning style for the individual level to make learning
more effective while conducting a training session. Individual learners have different
approaches of learning day to day work. David A Kolb, and Honey and Mumford introduced
two classification of learning styles of an individuals. AFC has focused on mainly Kolb
learning style to understand the employee’s behavior on leanings.

As per the Kolb’s Learning Styles inventory (David A. Kolb, 2001) four type of learning styles
can be seen in the individuals.
• Converger
• Diverger
• Assimilator

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 • Accommodator

Converger people more interested on technical task and less people concern. This style
executives training can be effective with presentations and providing new experience.

Diverger styles people are more sensitive and like to work with peoples since they are lack
with confidence. Group work can be an ideal tool for them to train and absorbed the training
outputs. Encouraging more observation and reflection can be carried out as an activity.

Assimilator style goes with logically thinking people and Finally, accommodator style
people likes to have practical experience and like for new challenges.

Understanding these concepts and application on AFC context is an important task in

training. In the AFC, we have planned to conduct on the job training to address training
needs for marketing executives. But on the job training always not satisfy different learning
style people but training can be arranged for individuals based on their competence styles.

AFC has acquired sitting with ‘Nelie’ approach to conduct on the job training. Its more
effective for marketing staffs.

3.2.2 Importance of the learning content and structure the content

Once the training mode finalized, next important part is to prepare the training content.
Marketing executives training should cover all the job aspects. In AFC, Marketing staff need
to have knowledge on overall company induction, credit approval process, credit file
preparing process, recovery process, system process and other cash handling processes.
By providing these training expected to achieve the monthly target, building customer base
with support of other service department and adhere to company procedures and policies.

The content of the training initially arranges with induction process, it covers the overall
company HR procedures, supporting divisions service levels and employee benefit related
details.

After the induction, executives were given customer handling training to develop
interpersonal skills and build the customer relationship with an interaction on real customers
by the guidance of experience staffs.

Next task is to give technical knowledge on the products, it’s done through field visit and
yard visit with product experts. Once the enough training given to executives, provide
enough knowledge on credit policies and recovery practices on collection to enhance the
competency on job.

Once these processes were trained to executives, next phase is to provide training on
documenting of credit files. This phase is one of the crucial parts for marketing executives on
the job training.

Likewise, on the job training content structured as above.

3.2.3 Time period of the training

Usually time period of the training is fixed for set of executives. But adopting the learning to
the job role takes time depend on the employee competencies and learning curve. This
training schedule arrange for one-month period but executives given minimum three-month
time to perform on their duty with the available resources.

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These training plan to schedules in the beginning of the recruitment to get the maximum
output of the training. Before joining to the branch network, executives asked to join on the
job training session ideal way to execute the training.

3.3 Evaluation of the training

Once the training session implemented, next important aspect is to evaluate the training
outcome. Training evaluation criteria factor to identifying the success of the training and
evaluation criteria derived from training objectives. Mainly objective evaluation criteria
considered to evaluate the marketing executives.

Key performance Indicators (KPIs) play vital role to evaluate training outcome (Armstrong,
2003). KPIs consist with main drivers of the marketing executives’ objectives. Such objective
consists with achievement of target, maintaining collection ratio and errors on the
documentation considered for KPI. After the training, monthly basis KPIs were monitored
and evaluated in the probation period.

Even after completing each training item, assessment sheet will be provided to evaluate the
content of the training.

3.4 Costing of the training

To obtaining the approval to training session, budgeting of the training plays an important
element in the AFC. Budget consists with material cost, trainers’ costs, cost of place, meals
and refreshment cost, travelling, and other expenses included. Cost of total training
attached as an annexure (Annexure 1).

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Task 04
Management development practices involve the use of both formal and informal
approaches. Discuss with examples, these formal and informal approaches practiced
in your organization.

4.1 What is management and Management development

In an organization, key business strategic drivers guided by the management layer staff and
management layer can be cascaded into top management, middle management and lower
management. As a career development aspect, lower management person needs to develop
middle management layer. Likewise, other layer staff also need to have career progress.
Even though they’re in management layers, its necessary to develop individual career with
the time.

Management staff always have an impression that they have achieved adequate knowledge
to carry out the day to day job task. But in the new technology era learning and development
of an individual play an important role for future works.

Management Development describe that improving performance of the managers on current

role and prepare them to achieve higher responsibility and duties in future as great leaders.
This is not as easy task to achieve and by the development of managers should focus on
manage and improve the performance of employee, engaging with other staff, work without
boundaries, and adopt technical and generic skills etc.

Business Led L&D strategy mostly used to develop managers and more focus on improve
them to improve on strategic level thinking and new strategic development. More focus ho
the management adopt to future changes and develop accordingly. Identification of
management development needs can be done through performance management process.

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4.1.1 Formal and Informal Approaches
In an organization multiple management development approaches can be found to develop
management layer. But two widely used approaches adopted by the AFC such approaches
given as follows,

• Formal methods

• Informal methods

Formal method applied to individuals based on the identified development needs through
performance management (PM) cycle. Mentoring and coaching, feedbacks on PM cycle, Job
rotations, internal and external courses and competency frame work can be named few
under formal approach.

Informal method consists with different approaches compare to formal approaches. Its more
emphasis on self-assessments, own personal development plan, and friendly discussion
with subordinate and higher officers.

In the AFC, all the development approaches not work as expected. Understand of employee
development needs and re-engineered the development plans from person to person.

4.2 Application of Formal and Informal approaches in AFC

In the AFC, board of directors always think about grooming management layer to drive the
business objective with personal development plan. But the way these learning and training
arranged to Management layer is more focus with generic approaches.

Mentoring approach works well in the organization when it comes to higher management
level. AFC consist with experience experts as director level and top management level. They
used to transfer their knowledge and experience to management layer as mentors. It helps
lot for the young managers future developments.

Outbound training for Management is one of the key formal approach AFC practicing to
develop top management. Those training covers leadership, time management and
interpersonal skill management etc.

One of the key areas of formal method is identifying the performance gap of the
management layer through performance management process. Through this process enable
management layer to assess the behavioral competencies, training needs analysis etc. It
helps to arrange individual level development plan to management staff.

There are few toastmaster clubs formed and help to improve language skill of management
staff. It can be0020identified as formal approach and facilitating foreign tour with factory visit
help to identify management style on different country and help to adopt them by own.

Informal development approach always not work with AFC environment. Since majority of
staff focus on achieving target, aspect of development they totally omitted in the present
context. But sharing the feedback on product knowledge and job-related experience with
subordinate is one of the key informal approach practices in the AFC. And also, personal
educational funding plan encourage management to focus on studies and gives freedom to
start personal plan their own.

Likewise, formal and informal methods comprised to develop management layer in the AFC
and drive the business to success by allowing personal development of an individual.

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References
Armstrong, M., 2003. Performance Managment. London and Philadelphia: Kogan Page Limited.

David A. Kolb, R. E. B. C. M., 2001. Experiential Learning Theory: Previous Research and New
Directions. 1st ed. Mahwah, NJ: Lawrence Erlbaum Associates, Inc., Publishers.

Dhawan, D. S., n.d. The Systematic Approach to Training: Main Phases of the. [Online]
Available at: http://www.top-
consultant.com/articles/the%20systematic%20approach%20to%20training.pdf
[Accessed 15 November 2019].

Morrison, M., 2017. Identifying levels of Training Needs Analysis. [Online]

Available at: https://rapidbi.com/identifying-levels-of-training-needs-analysis-tna/
[Accessed 01 November 2019].

Pajaron, T., 2015. How to Identify Training Needs at Your Organization. [Online]
Available at: https://trainingindustry.com/articles/professional-development/how-to-identify-
training-needs-at-your-organization/
[Accessed 12 November 2019].

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Annexure I

On the Job Training for Marketing Executives - Month of

December 2019
No of participant :10
Activity Cost Per Person Total Cost

Materials 500 5,000

Trainers Cost (5 Trainers) 5,000 25,000

Duration 1-month Period/ 20 Days
722, Cotta Road Auditorium and
Place Branches

Meals & refreshments (Per Day) 1,500 300,000

Traveling & payment 1,000 200,000

Total Cost 530,000

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