Chapter 10

Chapter 10

1. ADAPTING TO CHANGE

   • FREIFELD - Many organisations maintain or increase investment in L&D in tough times
   • Development regarded as essential for success
   • Development needs & delivery change in response to change in world of work

2. KEY TERMS

   • HRD - Developing capabilities to improve current/future efficiency & ouptut
   • LEARNING - Results in permanent change in behaviour (FRENCH)
     • CAVEATS
       • Behaviour change may not be visible
       • Change may not always be positive
       • Not all adult learning needs acquisition of new knowledge & skills - may just be adaptation

3. TRAINING, EDUCATION & DEVELOPMENT

   • All enable learning
   • EDUCATION
     • Focus on inputs
     • Providing access to concepts, ideas & knowledge
     • Planned process
   • TRAINING
     • Focus on outputs
     • Getting better at something
     • Clear outcomes & short term
   • DEVELOPMENT
     • Focus on outputs
     • Less specific, longer term

4. LEARNING THEORIES

   • HIERARCHY OF LEARNING/COGNITIVE LEVELS (BLOOM)
     • Deeper level of learning needed, more time & investment
   • UNSCOSCIOUS INCOMPETENCE TO CONSCIOUS COMPETENCE (HOWELL)
     • Ensure skills become second nature through reinforcement & feedback
   • LEARNING STYLES THEORY (HONEY)
     • All have preferences for different learning & training methods

5. IDENTIFYING WHEN LEARNING MAY BE NEEDED

   • MAGIC MODEL
     • Mandatory skills & knowledge required by new employee
       • Induction etc.
     • Adapting to changes in processes
       • May need a change in knowledge or skills
     • Growing into new role
       • Knowledge, skills, attitude
     • Improvement to current work practices
       • New or amended KSA
     • Corrective Coaching
       • Refocus KSA

6. WHO IS RESPONSIBLE FOR PROVIDING L, T & D

   • Traditionally employer
     • Training good for organisation
   • Employer takes lead role
     • Less so on skills that are of individual benefit (headhunting etc)
   • PARTNERSHIP APPROACH
     • Unrealistic to expect employers to be totally responsible
     • More effective when viewed as a partnership

7. WHO BENEFITS FROM LEARNING

   • EMPLOYER
     • Take responsibility - structured & formal
     • Basic job training
     • Adapting to change
     • Training for improvement
   • EMPLOYEE
     • Take responsibility
     • More individual so less formal
     • Learning for growth
     • Adapting to change
     • Training for improvement

8. THE SYSTEMATIC TRAINING CYCLE

   • 4 STAGES
     • TNA
     • DESIGN
     • DELIVERY
     • EVALUATION
   • CRITICISMS
     • Slow & unresponsive
     • Organisations never use each stage fully
       • Poor TNA & evaluation
   • ALTERNATIVES
     • MCLERNON
       • Recruiting people with KSA needed
       • Aligning reward with performance
       • Improving performance management
       • Redesign work methods to reduce internal need for KSA - outsourcing
     • SUTHERLAND
       • Make better use of skills employees already have
         • 50% have skills better than those used in job

9. LEARNER CENTRED APPROACH

   • Competitive advantage seen when individuals proactive in learning process
   • BEARD & WILSON - LEARNING COMBINATION LOCK
     • One size fits all does not work
     • From instructor led to self driected
     • More effective when adult learners have involvement

10. SELF DIRECTED LEARNING

    • ORGANISATIONS NEEDS (CONFESSORE & KOP)
      • Tolerance for errors
      • Supportive environment
      • Using everyday work as opportunity to learn
      • Participative leadership

11. CHOICE OF L&D TECHNIQUES

    • Influenced by culture & resources
    • Off job still used but not liked
      • Learners see on job more effective
    • Coaching by line managers popular
    • ELearning thought to be ultimate individualised method but managers do not think effective

12. CAREER & PROFESSIONAL DEVELOPMENT

    • CAREER
      • Upwards progression through series of job roles with increasing levels of responsibility/management control
      • Focus for employment
      • Future goals - sense of purpose
      • INKSON
        • What we judge our lives by
      • HALL
        • Traditional career in decline
    • CONTEMPORARY CAREER MODELS
      • TRADITIONAL CAREER
        • Predetermined path
        • Series of jobs within an organisation
        • Hierarchical
        • Specific entry criteria linked to education
        • ANNE
      • BOUNDARYLESS CAREER
        • Unpredictability of lifetime employment has affected expectations of stable career
        • Free of organisational restrictions (DEFILIPPI)
        • Crosses multiple companies/contexts
        • Multidirectional - shaped by opportunity
      • SELF MANAGED CAREER
        • Individual master of own destiny
        • Continuous learning
        • Success gauged by individuals vision & values

13. BUSINESS RATIONALE FOR CAREER MANAGEMENT

    • Nurture talent to best serve business
      • McDonalds spent time & money to turn fresh recruits into loyal employees
      • Competitive advantage (PORTER)
    • FACTORS CRITICAL FOR CAREER DEVELOPMENT
      • Managerial support
      • Mentoring
      • Network of support (peers)
      • Invvestment

14. CAREER DEVELOPMENT STRUCTURES

    • Career success in eye of beholder
    • Career success complex - changes over time
    • BARUCH
      • For some intrinsic reward of power & remuneration - others worthiness & achievement

15. OWNERSHIP OF CAREER DEVELOPMENT

    • Ambiguity in purpose of development between organisation & individual
    • Recession may restrict investment
    • HALL - Self managed career demands high self awareness
      • Some find it a burden

16. CONTINUING PROFESSIONAL DEVELOPMENT

    • Constant updating of professional knowledge throughout working life
      • Systematic, self directed learning
      • Developing technical knowledge
      • Expanding professional skills
      • Adapting with experience
      • Tangible evidence may be questioned
      • SADLER SMITH
        • Benefits individual - updating & increasing competence