The document discusses learning and development (L&D) strategies and trends. It finds that one-third of companies are increasing L&D budgets, while only 10% are using mobile learning. It also discusses how L&D must be tailored to business needs, embrace social/informal learning and mobile/cloud solutions. Benchmarking in L&D involves collecting metrics from other organizations, analyzing data, learning best practices, and implementing improvements. People in organizations want L&D to help develop skills for a changing market and achieve goals through reskilling.

2. Agenda
What’s happening in L&D & how does this relate to
what’s happening in HR
Learning & Development Strategies
What do people in organisations want from HR and
L&D?
Benchmarking.

3. Learning and Development
•Learning and development strategy is an organizational
strategy that articulates the workforce capabilities, skills or
competencies required to ensure a sustainable, successful
organization and that sets out the means
of developing these capabilities to underpin organizational
effectiveness.

4. Position of Learning and development in
organizations.
Key Findings
• One-third of companies are increasing their budget for learning
and development.
• 41 percent of companies describe their culture as “Controlling.”
• Only 10 percent of companies are leveraging mobile learning
solutions.
• 59 percent of companies are leveraging social learning activities.

5. Importance of L&D in Today’s Organization
Prioritizing the Individual:
Developing morale and motivation of employees.
To aid staff retention and lower costs
 Learning and development go hand in hand
Learning fosters understand and appreciation of other
perspectives
Change the attitude/behavior in the organization.
If a company’s Board of Directors don’t have a learning
culture they become irrelevant. To avoid this and increase
leadership, learning and development need to be
embedded in the cultural DNA via a ‘Learning Board’.

6. Recent trends in Learning and development
•In today’s world, organizations that fail to adjust their
learning management practices and solutions often
struggle with organizational growth or productivity. As a
result, leading companies are abandoning traditional
methods of learning in favor of more effective solutions—
often involving technology innovation—that engage talent
and improve performance.

7. The key trends
• Tailored training: Organizations will tailor the learning experience to
the needs of the enterprise as well as the employee. To sustain the
enterprise’s growth, employers will ensure that their L&D strategies
are directly aligned with their business strategies.
• Social and informal learning: Social and informal learning are all
about capturing knowledge and expertise from inside and outside of
the organization and then sharing it among employees with maximum
efficiency.
•SaaS and mobile solutions: Employers will continue to embrace
cloud-based solutions and the use of mobile devices. SaaS and mobile
are essential for delivering increased amounts of streaming video,
digital content and other types of new media that support on-demand
learning.
• Collaborative learning cultures: Collaborative Learning is a process in
which two or more individuals obtain knowledge together, or in a
group setting.

8. Link between Learning & Development and HR
Getting the best out of people and linking their skills and capabilities
drives performance. It can also help people find their strengths and
potential. That’s where learning and development comes in role in
HR.
 learning solutions focus on developing or enhancing the
competencies and behaviors needed by individuals and teams in
order to accomplish meaningful goals. Employees can choose
courses, programs and educational benefits offered by the Office of
Human Resources.

9. Learning & Development Strategies
Learning Needs Assessment focuses on how to determine the development
needs of individuals, teams, and departments.
Development Programs outlines different ways to foster internal development
programs and promote development planning.
Learning Groups describes a method to promote knowledge sharing and
learning by self-taught groups.
Peer Learning and Mentoring provides resources to encourage day-to-day
learning with colleagues.
Learning On-the-Job focuses on strategies that use work assignments to build
skills and add depth to the workforce.

10. What do people in organisations want from HR
and L&D?
Learning and development is very much important for
peoples in organization. They have a big expectations from
L&D, because today’s world dynamically changing for that
they need a good learning and development process to
sustain in current market, reskilling, and achieve goals.

11. Benchmarking
What is benchmarking?
Benchmarking is a business
improvement tool that has been
widely used in many aspects of
business since the 90’s.
Benchmarking is all about
measuring and improving the
quality of an organization’s
performance. Other parts of our
organizations have been doing
this for years but L&D leaders,
until now, have been slow to
catch on.

12. Benchmarks in L&D
• Step 1: Preparation and planning: First prepare for the project and
then plan for the project how to conduct. Recognize the need for
benchmarking, determine the methodology I’m going to use, and
identify the participants in my project.
• Step 2: Data collection: This stage involves deciding what I’m going to
measure and how you'll measure it. I need to define the benchmarking
envelope -- what is to be benchmarked and what is to be excluded. At
this point, I could establish the metrics I intend to use. Finally I need to
determine the most appropriate vehicle for data collection.

13. •Step 3: Data analysis: in that stage analysis the data which
are collect form from different sources, but it must be sure
that the data which are going to analysis must be relevant
with the topic.
•Step 4: Reporting: The analysis must then be reported in a
clear, concise, and easily understood format via an
appropriate medium. Unfortunately, many benchmarking
exercises stop at this point. But to maximize the value of
the initiative, organizations must go further: They must
build an understanding of the practices that enable the
leaders to attain their superior performance levels.

14. • Step 5: Learning from best practices: In this step, the top-performing
organizations share their best practices, to the mutual benefit of all of
the bench markers. Of course, when some of the bench markers are true
competitors, the options for sharing may be limited, and alternative
approaches may be required to establish learning.
• Step 6: Planning and implementing improvement actions: Once the
learning points have been ascertained, each organization should develop
and communicate an action plan for the changes that it will need to
make in order to realize improvements
• Step 7: Institutionalizing learning: The insights that I've gained and the
performance improvements that I've achieved must be fully embedded
within the organization; it's critical to ensure that the gains are rolled
out throughout the business and sustained over time.