Learning & Development

PEOPLE ARE OUR ONLY DIFFERENTIATING FACTOR

Course Facilitator:
Muhammad Yousuf Munir (M.Phil.)
HR DEPARTMENT
What is Learning and development?

• Learning and development is a systematic process to enhance an employee’s

skills, knowledge, and competency, resulting in better performance in a work
setting. Specifically, learning is concerned with the acquisition of knowledge,
skills, and attitudes. Development is the broadening and deepening of knowledge
in line with one’s development goals.

• The goal of learning and development is to develop or change the behavior of

individuals or groups for the better, sharing knowledge and insights that enable
them to do their work better, or cultivate attitudes that help them perform better
(Lievens, 2011).
Difference between Learning, training, and development
Learning, training, and development are often used interchangeably. However, there
are subtle differences between these concepts, which are shown in the table below.

The acquisition of knowledge, skills, or attitudes through experience, study, or

Learning teaching. Training, development, and education all involve learning.
Training is aimed at teaching immediately applicable knowledge, skills, and
Training attitudes to be used in a specific job. Training may focus on delivering better
performance in the current role or to overcome future changes.
Development is aimed at the long term. It revolves around the broadening or
deepening of knowledge. This has to fit within one’s personal development goals
Development and the (future) goals of the organization. Development usually happens
voluntarily.
Education is a more formal way to broaden one’s knowledge. Education is often
Education non-specific and applicable for a long time and is especially relevant when a
person has little experience in a certain area.
Training Models - ADDIE
Training Models – Kirkpatrick's Model
Learning and development strategies

A useful model that guides a learning and development strategy is created by van Gelder and colleagues Its
original name translates to ‘Pedagogical Analysis’.
Learning and development strategies

Based on this model, we identify four phases required to create an effective

learning and development process.
• An analysis of training needs (starting situation)
• Specification of learning objectives
• Design of training content and method
• Monitoring and evaluation
Phase 1. Analysis of training needs

Identifying the learning goal requires you to analyze where the

organization wants to go and what skills are missing to get there. This
happens in three parts.
1. Organizational analysis (short and long-term goals of the
organization are analyzed)
2. Function, task, or competency analysis (What are the
competencies and skills required to be successful in one’s job? )
3. Personal analysis (In this analysis, job performance is evaluated.
Current competencies and knowledge, performance, and skill levels
are identified. The key source for this analysis is oftentimes the
employee’s performance evaluation. The outcome of the analysis
serves as input for the definition of the training needs0
Phase 2. Specification of learning objectives

The training needs need to be translated into learning objectives. These

objectives serve as the starting point for the design of the training’s
content and method.
According to Lievens (2011), a training objective consists of three
elements.
• The ability to realize specific objectives.
• The conditions required for effective behavior.
• A specific and measurable training goal
This way training goals become highly specific and measurable. This
helps to create an effective learning and development intervention
aimed at improving these skills.
Phase 3: Design of the training material and method

• In this phase, the teaching material and learning method are determined.
This is where the choices about the training material, teaching method,
and learning activities are made. This is often done together with an
external trainer or training provider, and ideally also with involvement from
the trainee.
• In addition to learning methods, techniques, pacing, setting, and many
more factors are determined.
• Training can be trainer-centered or trainee-centered.
• Trainer-centered methods include seminars, presentations, lectures, keynotes, and
lessons.
• Trainee-centered methods are more interactive and include case studies, role-
playing, self-directed lessons, on-the-job training, simulation, games, and so on.
• Effective training usually includes a mix of methods.
Phase 4. Monitoring and evaluation

• The last phase of the learning process is monitoring and evaluation. In

this phase, the learning objectives are evaluated and learning
effectiveness is assessed.
• When the training is seen as effective, it should result in a change in
behavior. This means that the starting situation and knowledge in the
organization will be changed for the next learning design.
The 70/20/10 Model

A popular approach to organizational learning is the 70/20/10 model.

The model was created by McCall, Lombardo & Eichinger of the Center
for Creative Leadership, a leadership development organization.
The 70/20/10 Model – Critical Analysis
Although commonly used, the model has been criticized in the academic literature.
Notably, McCauly (2013) notes in a since-deleted blog post that if formal training
“accounts for only 10% of development, why do we need it?” Other examples
include:
• There is very little if no quantitative evidence for the 70/20/10 rule in the
scientific literature (Clardy, 2018).
• Analysis in the early 1980s found that the ratio for managers is 50/30/20. Zemke
(1985) notes that “the finding that 20% of a manager’s know-how comes from
formal training is remarkable since the average manager spends less than 1% of
his or her time in training”.
• The Bureau of Labor Statistics showed that about 55% of all workers needed
specific training to qualify for their current jobs (this was in the 1980s). About
29% came from school-based training, and 28% from formal, on-the-job training
(Loewenstein & Spletzer, 1998). This shows that formal training plays a much
more significant role in skill development.
• Loewenstein & Spletzer (1998), who re-analyzed the same data, concluded that
“formal and informal training are to some extent complementary, but formal
training may have a higher return”.
The 70/20/10 Model – Critical Analysis

The safe conclusion is that the ratio heavily depends on the function.
For example, in some cases, all workplace learning occurs without
formal learning (Clardy, 2018). In other cases, years of formal learning
and job-training is required to join a specialist profession. For these
kinds of jobs, formal learning will play a much more prominent role.
According to Clardy, “we need to move beyond the formal/informal
distinction to consider the best ways to design and structure any and all
kinds of learning experiences. […] By recognizing that virtually all
workplace learning outside formal programs can be structured and
managed, the HRD profession can make a significant step forward in
recasting its role and increasing its reach in improving individual, group,
and organizational performance.”
Methods of learning

• Lectures and seminars. This is a more formal setting often used in

universities with a lecturer and students. The setting inhibits interaction.
• Discussion groups. Highly interactive setting aimed at sharing viewpoints.
• Debate. Highly interactive setting aimed at convincing others of one’s
viewpoints.
• Case study and projects. These actively involve the participant and activate
them to come up with solutions and answers.
• Experiential activities. These involve active participation and are often
used in team building
• Role Play. A role is acted out or performed, for example as a technique to
train customer interaction.
Methods of learning
• Simulation/Games. An increasingly popular and highly interactive way of
experimental learning. With the rise of virtual and augmented reality, this
can be made very realistic.
• Job shadowing. Working with another employee who has a different
experience to learn from them. This is a good way to learn and exchange
ideas.
Methods of learning
• Outdoor management development (OMD). A form of experiential
activities. A 2001 study by Hamilton & Cooper showed that this could be
effective. I couldn’t resist including this quote from their paper: “50
percent of the participants were experiencing high levels of pressure and
reported low levels of mental wellbeing pre and post attendance. It was
concluded that a greater impact could be achieved if the participants were
not over‐pressured and/or not experiencing low levels of mental
wellbeing.” Those poor managers…
Methods of learning

• Coaching. Coaching focuses on hands-on skill development. The

coach is often allocated and is the driving force. The coachee follows
and learns.
• Mentoring. Mentoring is more strategic. The mentor is chosen by the
mentee and the process is also driven by the mentee. Mentoring goes
beyond skills.
Learning and development effectiveness

One of the key themes when it comes to

learning and development is learning
effectiveness. A key question often
asked to the L&D professional is: “what
is the return on learning?”, or “how
effective are our learning programs?”.
These questions are hard to answer.
The image shows part of this dilemma.
However, the effectiveness of learning
remains a contentious topic.
Lucky Academy of Textile Excellence
PEOPLE ARE OUR ONLY DIFFERENTIATING FACTOR

Lucky Academy of
Textile Excellence
HR DEPARTMENT
INTERVENTIONS FOR EMPLOYEE DEVELOPMENT
EMPLOYEE TRAINING & DEVELOPMENT

Addressing Need Based Training Needs

high
IN-HOUSE
TRAININGS
High Skill High Skill
Poor Behavior Good Behavior

SKILL LEVEL
Supervision System
Challenge Need Based Hickup
Management EMPLOYEE Performance
EXTERNAL
& Leadership DEVELOPMENT TRAININGS
Development
Training
Excellence Counselling Matrix
STRATEGY Bad Hiring Requirement

Low Skill Low Skill

Poor Behavior Good Behavior
Counseling,
Mentoring &
Coaching Low / Poor
BEHAVIORAL PROFILE good

HR DEPARTMENT
INTERVENTIONS FOR EMPLOYEE DEVELOPMENT
EMPLOYEE TRAINING & DEVELOPMENT

IN HOUSE TRAININGS Lower & Middle Workforce LITERACY, COACHING, COUNSELING & MENTORING DNA / TNA

COMPETENCY BASED PROFESSIONAL DEVELOPMENT

Development
Manufacturing Units HAZCOM, SYSTEM & COMPLIANCE of Content

ENVIRONMENT & SUSTAINABILITY

Reviewed with
PERSONAL & PROFESSIONAL DEVELOPMENT Business

TRAINING INTERVENTIONS HO STAFF SUPERVISORY CAPACITY DEVELOPMENT

Development
of final content
TRANSFORMATION SERIES

WORKSHOPS Training
Session
LEADERSHIP EXTERNAL DEVELOPMENT PROGRAM

CONFERENCES Assessments &

Feedbacks
HI PO DEVELOPMENT INTERNAL GRADUATE PROGRAM

HR DEPARTMENT
Literacy Program

Team Training Intervention Modules Details Learning Flow

Labour Literacy Program 1. English / Urdu Alphabets 02 sessions per week, 45 • Announcement
Recognition & Writing mins each session • Nominations Lesson Plan
Workforce ‫بڑھنا ہے تو پڑھنا ہے‬ (Upper & Lower)
2. English / Urdu Vocabulary Module completes at units
•
•
Training Session
Reactive Feedback of
Delivery In
memorization through in Quarter, get exam & session Urdu
seeing, listening & move to next module • Learning Assessment
Practice • Behavioral Feedback
3. Daily usage sentences Every participants will be from line manager
with structure making taught and assessed on Interactive
through seeing, listening qualitative & quantitative
& Practice basis
& Audio
Visual
Interactive activity & Audio
visual aid on the basis of
human sense are used for
effective delivery Assignment
Appreciation & submission
acknowledgement should
be done throughout the
& feedback
session for motivation

HR DEPARTMENT
Lesson Plan 1

Instructor: Date:

Activity Name: Module

Objective Motivation Methodology HW/CW/L. Resource Feedback

its all about the Prepare the mind of It deals with the methods, applied for Home work & Class Work Evaluate the students
purposes of learning. students before start a interactive, interesting & fruitful related to the topic. what they have learnt
Objective should be topic. Various tactic teaching, uses of senses(touch, sight, Learning resource means from the class. i.e.
hearing, smell and taste) i.e. Lecture
SMART means specific, are used, storytelling, projector, soft board quiz, submission etc.
based, Demonstration, Role Play,
measurable, attainable, demonstration, Q/A Presentation, Self learning, group material other items used
realistic & time etc. exercise, Picture etc. in activity based.
bounded
Instructor: Date:
Activity Name: Module
Objective (In mind) By the end of this session, participants will be able to learn (Inshallah)
1. A, B & C recognition & writing
Materials (2 mins) Worksheet (If any)
Location Venue
Motivation (5 mints) how can this program change your life? brighten the future of your children? make you
proud in front of others? video success story
Lesson Introduction (2 mins.) Introduce Session
Main Activity (20 Mins) It deals with the methods, applied for interactive, interesting & fruitful teaching, uses of
senses(touch, sight, hearing, smell and taste) i.e. Lecture based, Demonstration, Role Play,
Presentation, Self learning, group exercise, Picture etc.
Closure (2 mins) Closure of the lesson
Questions Ask different question about things & its uses, looks, taste
Individualization (5 mins) Identify special participants & give special attention
• Specific Person
Make them learning easy
• Simplification
• Extension Homework
Assessment (5 mins) Evaluate the students what they have learnt from the class. i.e. submission & QnA etc.
Reflection / Self Evaluation Finally, take random feedback from the participants and submission ratio in percentage
INTERVENTIONS FOR EMPLOYEE DEVELOPMENT
IN HOUSE TRAININGS – Skilled Workforce & Supervisor

Team Training Intervention Modules Details Learning Flow

Skilled Competency based 1. Management 2 hours training for each • Announcement

Expectations participant per module • Nominations Presentation Delivery
Workforce Personality 2. Team Building • Training Session In Urdu
Development 3. Going Extra Mile Module completes at • Reactive Feedback of
Program 4. Operational Excellence network in a Half of Year session
• Learning Assessment
Interactive & Group
Every Sales Person will be • Behavioral Feedback
Games
trained and assessed on from Store Mgt.
structured training of 20
hours in 2022 3 layered assessment
1. Situational Team 2 hours training for each • Announcement system of session
Supervisor/ 5 Packs - quality and learning
Management participant per module • Nominations
Incharges Transformation 2. Performance Driven • Training Session
absorption
Series Coaching Module completes at • Reactive Feedback of
3. Operational Excellence network in a Half of Year session
4. Developing Leadership • Learning Assessment Integrate with PMS
Quotient Every SS will be trained and • Behavioral Feedback
assessed on structured from Store Mgt.
training of 20 hours in 2022

HR DEPARTMENT
INTERVENTIONS FOR EMPLOYEE DEVELOPMENT
IN HOUSE & EXTERNAL TRAININGS for Junior/Middle Mgmt & LTML 4

Team Training Intervention Modules Details Learning Flow

Junior / Middle Development 1. MS Excel Basic / Advance 2 hours training for • Announcement
Management of 2. Business / Interpersonal each participant per • Nominations Presentations &
Program Communication module • Training Session Delivery In Bilingual
Manufacturing
3. Negotiation Skills • Reactive Feedback of
Unit 4. Conflict Resolution Every participants session
5. KIZAN will be trained and • Learning Assessment
6. Lean Six Sigma assessed on • Behavioral Feedback
Interactive & Group
7. Emotional Intelligence structured training from Business Mgt.
Games
8. Manager as a Coach
9. Developing the leader within you
10. 7 Habits of Highly Effective
People 3 layered assessment
system of session
LTM 4 Staff Environment & 1. Waste Management 2 hours training for • Announcement quality and learning
2. Environment Management each participant per • Nominations absorption
sustainability System module • Training Session
3. Chemical Management • Reactive Feedback of
4. SDGs Every participants session
will be trained and • Learning Assessment Integrate with PMS
assessed on • Behavioral Feedback
structured training from Business Mgt

HR DEPARTMENT
INTERVENTIONS FOR EMPLOYEE DEVELOPMENT
IN HOUSE TRAININGS – Unit & HO
Team Training Intervention Modules Details Learning Flow

Manufacturing HAZCOM, SYSTEM & 1. HSE As per recommendation of • Announcement

Units Staff 2. QMS concern department • Nominations
COMPLIANCE 3. ISO & others • Training Session Presentations &
Every participants will be • Reactive Feedback of Delivery In bilingual
trained and assessed on session
structured training • Learning Assessment
• Behavioral Feedback
from Business Mgt. Interactive & Group
1. MS Excel Basic / Advance 2 hours training for each • Announcement Games
Head Office Smart office &
2. Outlook Utility participant per module • Nominations
Transformation 3. Basic English Writing • Training Session
Series Skills Every participants will be • Reactive Feedback of 3 layered assessment
4. Email Etiquettes trained and assessed on session system of session
5. Team Building structured training • Learning Assessment quality and learning
6. Business Communication • Behavioral Feedback absorption
7. Stress Management from Business Mgt.
8. Workplace Ethics
9. Design Thinking
10. Effective Delegation Integrate with PMS
11. Emotional Intelligence
12. Women Empowerment
13. Self Discovery
14. 7 Habits of Highly
Effective People
15. Time/Work Management HR DEPARTMENT
16. 6 hat thinking model
INTERVENTIONS FOR EMPLOYEE DEVELOPMENT
TRAININGS – HRD & LEADERSHIP TEAM

Team Training Intervention Modules Details Learning Flow

Human HR Unit Leadership 1. Screening & competency 4 hours training for each • Announcement Presentations &
driven interviews participant per module • Nominations Delivery In Urdu
Resources 2. Performance • Training Session
measurement & feedback Module completes at • Reactive Feedback of
& English
3. Training and assessments network in a Month session
4. Employee engagement • Learning Assessment
5. Disciplinary actions and Every participant will be • Behavioral Feedback Interactive &
grievance handling trained and assessed on from Business Mgt. Group Exercises
structured training of 20
hours in 2017
Assignment
Senior / Top Leadership 1. Business Excellence Trainings will be deliver • Announcement
(outsource with external every 4 months • Nominations
driven activities
Management Engagement trainer) • Training Session followed by live
Program (LDP) 2. Leadership Excellence Every participant will be • Reactive Feedback of project
(outsource with external trained and assessed on session
trainer) structured training of 38 • Learning Assessment
3. Strategic Vision & Time structured hours in 2022 • Project Allotment Integrate with
Management (outsource • Project submission PMS
with external trainer) presentation
4. Neuro-linguistic
programming

HR DEPARTMENT
Counseling, Mentoring & Coaching

Counseling Coaching Mentoring

Disciplinary One to One An experienced

counseling in individual who
session by asking
directive way based shares knowledge,
what, why, who, experience, and
on logic
when? To solve advice with a less
personal / experienced person,
professional or "mentee."
issues
Management Trainee Program / HI PO Development Program

Final Interview with

Management &
onboarding
Competency-based
Assessment through
SWOT Analysis,
Placement Role
KRAs
Expectations,
Departmental
Internal / External
Rotations, Learning
Recruitment on
Plan, Career Path,
merit basis through
Mentoring Sessions
Competency-based
Assessment
Kirkpatrick's Model
Dashboard L&D Report

ID Name Store Deptt. Designation Course Module Training Type Hours Trainer Punctuality Presence Attendence Reactive FB Knowledge Absorption Floor Test Total
002869 Noman Yaqoob Gulshan Fabric Salesman Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 90% 95% 95%
002872 Khadim Hussain Gulshan Cosmetic Salesman Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 90% 95% 95%
003519 Muhammad Zeeshan Gulshan Shoes Salesman Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 85% 100% 95%
000326 Salman Alam Zaib HMH Gents Salesman Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 90% 95% 95%
001481 Syed Rohail Niaz Ocean Boys And Girls Salesman Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 60% 100% 87%
002776 Tahir Laiq Ocean Jewelry Salesman Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 62% 90% 84%
004466 Junaid Ocean Cosmetic Salesman Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 60% 85% 82%
001450 Muhammad Naeem SMR Grocery Shelf Boy Achieving Service Excellence 2 Inhouse 2 Muhammad Ateeb 1 1 100% 100% 80% 80% 87%
Content Branding
Branding of L&D

Certificate of
Participation Lucky Academy of
Leadership Excellence

This certificate is presented to

[Name]

“Course
has attended inLucky Academyname”
of
Day,Leadership
date, venue
Excellence

Sara Umair Ahsan Fareed Paracha

Manager OD & Excellence Advisor to the Management

HR DEPARTMENT
Roadmap to Employee
Development – LTM 4
OBJECTIVE
To ensure continuous learning and develop a growth mindset in all the
work force by providing them:

Adequate learning

Enhance Employee Engagement

Create Performance Driven Culture

CURRENT ACHIEVEMENTS & FUTURE PLAN

Roadmap to Ongoing
Continuous
Marketing, training Plan
Leaning for
PD & R&D for other
HR
Excellence departments

Roadmap to
Learning
Employee
Platform for
Development
LTM 3 & 5
LTM 4
ROADMAP TO EMPLOYEE DEVELOPMENT

Training & Development

Process Excellence
Provide training to junior
management to middle Employer Branding
management Performance
Management System
Counselling and Ensure Guest Speaker
mentoring sessions with Standards of Procedure Sessions from
Staff Policies Management to connect
Literacy program for staff with Academia
Grievance Handling
 ROADMAP TO EMPLOYEE DEVELOPMENT

Training & Development

Develop
Understanding
with HODs Feedback
Identify the Develop a
Execute
skillset training plan
Training
required for for LTM 4
each position
 TEAM NAME - (DEPARTMENT)
SKILL MATRIX
SKILL MATRIX FORM S.No Skills Required
[Designation]

Level Required
[Designation]

Level

EMPLOYEE

EMPLOYEE

EMPLOYEE

EMPLOYEE

EMPLOYEE

EMPLOYEE
NAME

NAME

NAME

NAME

NAME

NAME
SYSTEMS

1 MS Office 1 3 3 1 3 0 0 2

2 Pre-Order Costing 2 2 0 1 2 0 1 3

3 Sales Contract Ideology 2 0 0 3 2 2 2 3

4 OMS

SOFT SKILLS

1 Communication Skills

2 Interpersonal & Negotiation Skills

3 Business Writing Skills

4 Functional Knowledge

5 Team Player

6 Business Development

7 Analytical & Critical Thinking

8 Organizing & Planning

9 Time Management

LEADERSHIP

1 Leadership & Management

2 Problem Solving & Decision Making

3 Emotional Intelligence

4 Risk Management

5 Sales Forcasting

6 Business Acumen

7 Lean - Six Sigma

8 Kaizen

9 Coaching & Mentoring

Training Roadmap of Employees Development
EMPLOYEE TRAINING & DEVELOPMENT

IN HOUSE TRAININGS DNA / TNA

Lower & Middle Workforce LITERACY, COACHING, COUNSELING & MENTORING

Development
of Content
COMPETENCY BASED PROFESSIONAL DEVELOPMENT

Production Units HAZCOM, SYSTEM & COMPLIANCE Reviewed with

Business
SUPERVISORY CAPACITY DEVELOPMENT
TRAINING INTERVENTIONS
Development
PERSONAL & PROFESSIONAL DEVELOPMENT of final content
Support Department
SUPERVISORY CAPACITY DEVELOPMENT Training
Session
POWER TALK
LEADERSHIP Assessments &
EXTERNAL DEVELOPMENT PROGRAM Feedbacks

HR DEPARTMENT
Training Plan for 2022
Skill Set Description Trainer Audience Duration

Concerned
Policies & SOP / Job Knowledge All 1 hours session
Department

System Technical Process and Quality Control, Waste Concerned

Junior & Middle Management 2 hours session
Skills Management Department

Report Review and Analysis HODs Assistant Managers & Above 2 hours session

Ahsan Fareed
Role of Managers (Series) Assistant Managers & Above 1.5 hours session
Paracha

Personality Grooming Hamza Iqtidar Assistant Managers & Above 1.5 hours session

Developing
Managerial & Yousuf Munir Assistant Managers & Above 1.5 hours session
the Leaders within you
Leadership Trainings
Emotional Intelligence Yousuf / Danish Assistant Managers & Above 1.5 hours session

Analytical / Critical Thinking Sara Umair Assistant Managers & Above 1.5 hours session

Problem Solving / Decision Making Yousuf Munir Assistant Managers & Above 1.5 hours session
Training Plan for 2022
Skill Set Description Trainer Audience Duration

Effective Business Communication Hamza Iqtidar Junior & Middle Management 2 hours session

Effective Team Building (On Floor) Yousuf/Danish Junior Management & Supervisor 1.5 hour session

Going an Extra Mile Yousuf Munir Junior Management & Supervisor 1 hour session
Soft Skill Trainings
Time Management Yousuf Munir Junior Management & Supervisor 1.5 hour session

Positive Mindset Yousuf Munir Junior Management & Supervisor 1 hour session

7 Habits of Highly Effective People Yousuf / Danish Junior Management & Supervisor 1 hour session

MS Excel Intermediate Level Danish Junejo Junior & Middle Management 2 hours session
Computer Literacy

MS PowerPoint Presentation Yousuf Munir Junior & Middle Management 2 hours session

Counseling & Mentoring on Policies &

Punctuality & 15 – 20 Mins
Grievances Danish Junejo Supervisor & Worker
Discipline
Execution Phase

Phase 1
May – July

Phase 2
Aug - Oct

Phase 3
Nov - Dec
 ROADMAP TO EMPLOYEE DEVELOPMENT
PERFORMANCE MANAGEMENT SYSTEM

Initiate appraisal
process In June 2023

Introduce a succession
planning process in 3rd
quarter (September
Lock the objectives and 2022)
review on quarterly
basis
Understanding with all
HODs on objective
setting for managers
and above role
Any Question?