Developing Employees

Developing Employees

1. BUSINESS CASE FOR DEVELOPING EMPLOYEES

   • sustainable org performance
   • offensive strategy
     • engage employees
     • retain top talent
     • develop talent/leadership pipeline
     • achieve company goals

2. LEARNING THEORY

   • KOLB EXPERIENTIAL LEARNING CYCLE
     • Concrete experience
       • Reflective observation of the experience
         • Abstract Conceptualisation learning from the experience
           • Active Experimentation testing what learned
             • Concrete Experience doing/having an experience
   • HOWELL 1982 LEARNING THEORY
     • Unconscious incompetence
       • Conscious incompetence
         • Conscious competence
           • unconscious competence

3. ADULT LEARNING PRINCIPLES KNOWLE 1990

   • adults need to know why learning
   • learner - self concept - responsible for own learning
   • readiness to learn - to deal with life experiences
   • orientation to learning towards things that will help them
   • role of learner's experience - all have life experiences that can effect learning
   • motivation - adults respond better to internal motivators

4. DEFINITIONS

   • TRAINING
     • formal process, short term, focus on outputs, organised activity
   • EDUCATION
     • passing on of info/knowledge/ideas/concepts. focus on inputs, no specific outputs
   • DEVELOPMENT
     • getting better at something, becoming more advances, long term, non-specific outcome focus

5. THE MAGIC MODEL of identifying learning needs

   • Mandatory: induction, legislation, basic job skills
   • Adapting: new processes/ products /role
   • Growing: into new role/ career development
   • Improvements: to practices, through day to day activities
   • Corrective: interventions - coaching, performance management, formal or informal

6. LEARNING NEEDS ANALYSIS

   • no set way of conducting, all orgs are different
   • Identify and analyse needs,
     • determine & design solution
       • deliver/ administer learning activity
         • review and evaluate

7. A CAREER

   • TRADITIONAL CAREER - BAURICH 2004 entry level criteria, structured job experiences, progressive movement, increasing reward over time, usually within an org or profession
   • BOUNDARYLESS CAREER - DEFILIPPI & ARTHUR 1994; cross multiple companies, contexts and sectors, shaped by opportunities & driven by the individual
   • SELF-MANAGED CAREER; self directed portfolio of work (HANDY 1994) flexible & adaptive to context (HALL 1996) continuous learning, individuals renew skills & align personal aspirations with work
   • BUSINESS DRIVER FOR CAREER DEVELOPMENT ; effective talent management, develop specific company knowledge, unique skills for business needs, flexible deployment of workforce capability

8. CPD

   • requirement of professional bodies such as CIPD/RCN
   • org requirement - pressure t acquire knowledge & update skills
   • individual - motivated for career & personal progression & ongoing learning

9. THE LEITCH RERPORT 2006

   • requested by the Govt to analyse what the UK should do to maximise economic prosperity & productivity
   • targets for 2020; 90% adults qualified to at least level 2 (GCSE) cf 69% 2005, 95% adults achieve basic numeracy & literacy skills cf 79% numeracy, 85% literacy 2005 more than 40% adults should be qualified to degree level cf 29% 2005
   • 2013 learn direct report found schools not providing enough info on careers, quality work experience, basic employability skills lacking, needs to be more effort to integrate employment and skills, needs to be greater use of technology to improve skills