The document discusses the place of learning and development in human resource practices. It begins by defining key terms like learning, development, and learning and development. It then identifies some common elements of learning and development like talent management, career development, training, education, and more. It highlights the differences between training and learning and development. It also discusses the evolution of learning and development from the 1980s to today. It outlines the roles and responsibilities of a learning and development manager. It introduces the ADDIE model as a framework for designing a learning and development strategy. Finally, it considers possibilities for the future of learning and development in human resource practices like embracing flexible blended learning and continuing to invest in development.
This document outlines a research proposal on the effects of human resource management practices on organizational performance. The study will examine how recruitment and selection, training and development, and performance appraisal impact an organization. It will use a quantitative survey methodology with organizations in Malaysia. The hypothesis is that human resource practices have a considerable relationship with organizational performance. The expected outcome is that findings will correlate these variables and support the hypothesis through questionnaire data analysis.
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
The document discusses HR effectiveness and creating value for a business. It outlines strengths and weaknesses of the HR function. Strengths include helping with hiring, training, motivation, and culture building. Weaknesses include inadequate resources, development programs, and support from top management. The document states that to create value, HR initiatives need to ensure the right people are hired and developed, people are utilized well, training is adequate and timely, roles are clearly defined and integrated, rewards are tied to performance, and communication channels are open.
Training and development are important for organizations to improve employee skills and performance. Training involves teaching employees specific skills for their jobs, while development helps employees grow in their roles and prepares them for advancement. Effective training and development programs can be evaluated through measuring trainee reactions, learning outcomes, behavioral changes, and impacts on organizational effectiveness such as improved productivity and reduced costs. Common types of training include classroom instruction, on-the-job training, and apprenticeships, while development may involve varied work experiences or formal education.
Career Advancement - Meaning, Career Planning, Career Development, Benefits of Career Planning and Development, Traditional Career Stages, Exploration, Establishment, Mid Career, Late Career, Decline, Steps in Career Planning, Self Development Mechanism, Knowledge Enrichment & Career Enhancement, Succession Planning - Meaning, Need & Importance of Succession Planning, Steps in Succession Planning, Need & Importance of Succession Planning, Culture as a Factor in Succession Planning, Problems and Issues in Succession Planning, Measures to Solve Problems in Succession Planning
This document outlines a research proposal on the effects of human resource management practices on organizational performance. The study will examine how recruitment and selection, training and development, and performance appraisal impact an organization. It will use a quantitative survey methodology with organizations in Malaysia. The hypothesis is that human resource practices have a considerable relationship with organizational performance. The expected outcome is that findings will correlate these variables and support the hypothesis through questionnaire data analysis.
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
The document discusses HR effectiveness and creating value for a business. It outlines strengths and weaknesses of the HR function. Strengths include helping with hiring, training, motivation, and culture building. Weaknesses include inadequate resources, development programs, and support from top management. The document states that to create value, HR initiatives need to ensure the right people are hired and developed, people are utilized well, training is adequate and timely, roles are clearly defined and integrated, rewards are tied to performance, and communication channels are open.
Training and development are important for organizations to improve employee skills and performance. Training involves teaching employees specific skills for their jobs, while development helps employees grow in their roles and prepares them for advancement. Effective training and development programs can be evaluated through measuring trainee reactions, learning outcomes, behavioral changes, and impacts on organizational effectiveness such as improved productivity and reduced costs. Common types of training include classroom instruction, on-the-job training, and apprenticeships, while development may involve varied work experiences or formal education.
Career Advancement - Meaning, Career Planning, Career Development, Benefits of Career Planning and Development, Traditional Career Stages, Exploration, Establishment, Mid Career, Late Career, Decline, Steps in Career Planning, Self Development Mechanism, Knowledge Enrichment & Career Enhancement, Succession Planning - Meaning, Need & Importance of Succession Planning, Steps in Succession Planning, Need & Importance of Succession Planning, Culture as a Factor in Succession Planning, Problems and Issues in Succession Planning, Measures to Solve Problems in Succession Planning
The document provides an overview of key topics in human resource management including HR planning, recruitment, selection, training and development, performance management, and career management. It discusses various techniques used in each area such as manpower planning, selection tests, training needs analysis, performance appraisal elements, and career anchors. Examples are given throughout to illustrate concepts.
The document discusses recruitment and selection processes. It defines recruitment as finding and attracting capable applicants, and selection as choosing the most suitable candidates. It describes the different sources of recruitment like internal and external sources. It also discusses the purpose, importance, factors, and types of recruitment needs. The document then explains the selection process and compares recruitment with selection. Finally, it provides examples of how the COVID-19 pandemic has affected recruitment processes.
Web 2.0 Strategic Staffing supports talent planning, drives talent acquisition and anticipates talent management. To this end, we welcome a diversified HR membership looking to build the strongest talent DNA within their organizations. The ultimate goal is to help each member design a more advanced, fully automated and proactive staffing model that produces hires in the top 10% of their field in a timely matter. This approach will provide organizations with the caliber of talent that lifts up their human capital equity, increase revenue-per-employee and consolidates HR and business goals.
Strategic Human Resource Management Lecture 1RECONNECT
This document provides an overview of the key topics to be covered in a lecture on strategic human resource management. It includes the course structure with assignments, exams and participation. It discusses traditional vs strategic HRM and how strategic HRM can improve business performance. Key aspects of strategic HRM are outlined such as resourcing strategies, performance management, employee communication, rewards and retention. Factors that influence employee performance and engagement are also summarized.
The document discusses the key aspects of staffing as a managerial function, including manpower planning, recruitment, selection, orientation, training, remuneration, and performance evaluation. It describes the staffing process as filling positions through selecting and developing personnel. Several internal and external factors are noted to influence staffing decisions. The types and importance of recruitment, selection techniques like testing and interviews, and the difference between recruitment and selection are summarized.
Career development and Role of Human ResourcesRadhakrishnan
This document discusses career development and the role of human resources in career management. It begins by defining career and career development, noting that career development is an ongoing process through which individuals progress through changes to achieve their maximum potential. It then outlines some objectives and stages of career development. The document focuses on the role of HR in career management, including gauging employee potential, matching individual and organizational needs, and identifying career opportunities and requirements. It concludes by examining some issues in career development, such as career plateaus, dual career paths, skills obsolescence, and balancing work and family.
The document discusses the key aspects of staffing, which includes recruiting, selecting, and training employees. It describes staffing as an important managerial function that is pervasive and continuous. The basis of effective staffing is the efficient management of human resources through proper recruitment and selection procedures to place the right employees in the right jobs. The document then covers the different steps involved in recruitment, selection, and training employees. It discusses various training methods commonly used like on-the-job training, classroom training, and management development programs. Finally, it mentions some types of personnel movements like transfer, promotion, and separation.
The document discusses various aspects of staffing and directing an organization, including hiring, firing, training employees, solving integration issues during mergers, ensuring staffing follows strategy, selection and development, problems with downsizing or retrenchment, assessing strategy and culture compatibility, objectives of management, managing diverse cultures, and principles of total quality management. An effective integration manager needs knowledge of the acquiring company, a flexible management style, ability to work on cross-functional teams, willingness to work independently, and cultural intelligence to work with diverse backgrounds. Staffing and development activities like training can increase productivity and identify high and low performers.
This document discusses human resource management. It begins by introducing the author and their institution. It then provides brief definitions of management and human resource management.
The document states that human resource management is an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to ensure the human resource function is performed efficiently.
It lists some of the basic functions of human resource management as staffing, training and development, motivation, and maintenance. The remainder of the document consists of questions related to various human resource management functions such as recruitment, performance management, industrial relations, compensation and benefits, training and development, health and safety, and equal employment opportunities.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
Meaning of performance appraisal
Method of performance appraisal
Principles of performance appraisal
Limitations of Performance appraisal
Meaning and definition of promotion
Important objectives of promotion
Advantages of promotion
Disadvantages of promotion
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
This study examined human resource management practices in foreign and Nepali firms operating in Nepal. A group of MBM students from Nepal Commerce Campus conducted interviews with 16 companies to understand their approaches to HR structures, recruitment, training, performance evaluation, compensation, and labor relations. The findings showed foreign firms localized some practices like HR departments and compensation, while transferring practices for recruitment selection, training, and performance appraisal. Maintaining labor relations and dealing with trade unions was a complicated issue for all companies. The conclusions note HR practices are a mix of localized and transferred approaches, with room for future studies to provide more insights into attracting foreign direct investment.
This document discusses recruitment and selection as key human resource management activities. It defines recruitment and selection, outlines their primary purposes and stages. It also describes internal and external recruiting methods and the selection process. The document details various techniques used in selection, including job analysis, job descriptions, specifications, testing and assembling staff. It emphasizes that recruitment finds potential candidates while selection identifies the best qualified individuals for open positions.
For those interested in enabling its own practice as a leader and manager, understanding the organisations and role of leadership and management within it Anatoliii Manko processed "Introduction to Leading" session. Based on own experience the speaker described leadership and management and how they can complement each other.
HR Practices in IT Companies by Nirav KhandhediaNirav Khandhedia
This document discusses HR practices in IT companies. It notes that effective human resource practices are important for company competitiveness and performance. It identifies key aspects for a company to be competitive such as fast growth, efficiency, profitability, flexibility and adaptability. It also states that acquiring, enabling, grooming and retaining talented employees through the development of a positive culture is important for sustainable competitive advantage. The document then discusses several exemplary HR practices implemented by IT companies such as non-discrimination, training policies, work-life balance initiatives, and succession planning.
Tamayyaz has developed a cost-effective, high quality approach to work with our clients to build and implement a fit for purpose Human Resource Management system, which can quickly add value and accommodate the future growth of your business. Every solution we provide is individually tailored to meet the specific needs of our clients.
The document discusses the staffing process, which includes manpower planning, job analysis, recruitment, selection, placement and orientation, training, performance appraisal, promotion and career planning, compensation, and separation. It explains each step in the staffing process and its importance for effective human resource management. Staffing ensures that the right people are hired for the right jobs and developed to maximize their performance and potential.
This document presents a presentation on career development by Kumar Rahul for his MBA program. It defines career development as activities that enhance skills and allow one to make the best use of their competencies in their desired career. It discusses factors that shape careers like career anchors and sources of career behavior. It also presents examples of career paths for academics and process engineers. The document advocates for career development programs in organizations and describes their potential components. It shares results of a survey conducted that found lack of career growth is a major reason employees leave jobs and that career growth is important for job satisfaction. It concludes many employees feel their companies are not adequately supporting their career development.
This document discusses the importance of staffing and outlines the key steps in the staffing process. It explains that staffing is important for efficient performance, effective use of resources, optimal use of human resources, motivation, and morale. The staffing process involves manpower planning, recruitment, selection, orientation, training and development, compensation, performance appraisal, and promotion/career planning. The overall goal is to put the right person in the right job.
This document discusses key issues in language teaching and learning, including teachers' roles, beliefs about how learners learn, and the impact of new technologies. It addresses theories such as communicative language teaching, androgogy versus pedagogy in adult learners, transmission versus interpretation in tutoring, and Krashen's natural approach. Frameworks for constructivist language learning and Lewis' lexical approach are also examined. The document argues online tools can enhance teaching if used appropriately but may also change teaching practices.
This document provides an overview of learning and development topics. It includes sections on gateways into the learning and development field, measures of learning impact, a six stage training cycle model, re-engineering learning and development, causes of knowledge gaps, learning styles, training games, performance management, moving between roles, employee engagement, induction and onboarding, leadership development systems, skills gaps, learning and development roles, organizing the function, skills development for small organizations, practitioner tasks, effective online learning, best practices, and sales training.
The document provides an overview of key topics in human resource management including HR planning, recruitment, selection, training and development, performance management, and career management. It discusses various techniques used in each area such as manpower planning, selection tests, training needs analysis, performance appraisal elements, and career anchors. Examples are given throughout to illustrate concepts.
The document discusses recruitment and selection processes. It defines recruitment as finding and attracting capable applicants, and selection as choosing the most suitable candidates. It describes the different sources of recruitment like internal and external sources. It also discusses the purpose, importance, factors, and types of recruitment needs. The document then explains the selection process and compares recruitment with selection. Finally, it provides examples of how the COVID-19 pandemic has affected recruitment processes.
Web 2.0 Strategic Staffing supports talent planning, drives talent acquisition and anticipates talent management. To this end, we welcome a diversified HR membership looking to build the strongest talent DNA within their organizations. The ultimate goal is to help each member design a more advanced, fully automated and proactive staffing model that produces hires in the top 10% of their field in a timely matter. This approach will provide organizations with the caliber of talent that lifts up their human capital equity, increase revenue-per-employee and consolidates HR and business goals.
Strategic Human Resource Management Lecture 1RECONNECT
This document provides an overview of the key topics to be covered in a lecture on strategic human resource management. It includes the course structure with assignments, exams and participation. It discusses traditional vs strategic HRM and how strategic HRM can improve business performance. Key aspects of strategic HRM are outlined such as resourcing strategies, performance management, employee communication, rewards and retention. Factors that influence employee performance and engagement are also summarized.
The document discusses the key aspects of staffing as a managerial function, including manpower planning, recruitment, selection, orientation, training, remuneration, and performance evaluation. It describes the staffing process as filling positions through selecting and developing personnel. Several internal and external factors are noted to influence staffing decisions. The types and importance of recruitment, selection techniques like testing and interviews, and the difference between recruitment and selection are summarized.
Career development and Role of Human ResourcesRadhakrishnan
This document discusses career development and the role of human resources in career management. It begins by defining career and career development, noting that career development is an ongoing process through which individuals progress through changes to achieve their maximum potential. It then outlines some objectives and stages of career development. The document focuses on the role of HR in career management, including gauging employee potential, matching individual and organizational needs, and identifying career opportunities and requirements. It concludes by examining some issues in career development, such as career plateaus, dual career paths, skills obsolescence, and balancing work and family.
The document discusses the key aspects of staffing, which includes recruiting, selecting, and training employees. It describes staffing as an important managerial function that is pervasive and continuous. The basis of effective staffing is the efficient management of human resources through proper recruitment and selection procedures to place the right employees in the right jobs. The document then covers the different steps involved in recruitment, selection, and training employees. It discusses various training methods commonly used like on-the-job training, classroom training, and management development programs. Finally, it mentions some types of personnel movements like transfer, promotion, and separation.
The document discusses various aspects of staffing and directing an organization, including hiring, firing, training employees, solving integration issues during mergers, ensuring staffing follows strategy, selection and development, problems with downsizing or retrenchment, assessing strategy and culture compatibility, objectives of management, managing diverse cultures, and principles of total quality management. An effective integration manager needs knowledge of the acquiring company, a flexible management style, ability to work on cross-functional teams, willingness to work independently, and cultural intelligence to work with diverse backgrounds. Staffing and development activities like training can increase productivity and identify high and low performers.
This document discusses human resource management. It begins by introducing the author and their institution. It then provides brief definitions of management and human resource management.
The document states that human resource management is an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to ensure the human resource function is performed efficiently.
It lists some of the basic functions of human resource management as staffing, training and development, motivation, and maintenance. The remainder of the document consists of questions related to various human resource management functions such as recruitment, performance management, industrial relations, compensation and benefits, training and development, health and safety, and equal employment opportunities.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
Meaning of performance appraisal
Method of performance appraisal
Principles of performance appraisal
Limitations of Performance appraisal
Meaning and definition of promotion
Important objectives of promotion
Advantages of promotion
Disadvantages of promotion
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
This study examined human resource management practices in foreign and Nepali firms operating in Nepal. A group of MBM students from Nepal Commerce Campus conducted interviews with 16 companies to understand their approaches to HR structures, recruitment, training, performance evaluation, compensation, and labor relations. The findings showed foreign firms localized some practices like HR departments and compensation, while transferring practices for recruitment selection, training, and performance appraisal. Maintaining labor relations and dealing with trade unions was a complicated issue for all companies. The conclusions note HR practices are a mix of localized and transferred approaches, with room for future studies to provide more insights into attracting foreign direct investment.
This document discusses recruitment and selection as key human resource management activities. It defines recruitment and selection, outlines their primary purposes and stages. It also describes internal and external recruiting methods and the selection process. The document details various techniques used in selection, including job analysis, job descriptions, specifications, testing and assembling staff. It emphasizes that recruitment finds potential candidates while selection identifies the best qualified individuals for open positions.
For those interested in enabling its own practice as a leader and manager, understanding the organisations and role of leadership and management within it Anatoliii Manko processed "Introduction to Leading" session. Based on own experience the speaker described leadership and management and how they can complement each other.
HR Practices in IT Companies by Nirav KhandhediaNirav Khandhedia
This document discusses HR practices in IT companies. It notes that effective human resource practices are important for company competitiveness and performance. It identifies key aspects for a company to be competitive such as fast growth, efficiency, profitability, flexibility and adaptability. It also states that acquiring, enabling, grooming and retaining talented employees through the development of a positive culture is important for sustainable competitive advantage. The document then discusses several exemplary HR practices implemented by IT companies such as non-discrimination, training policies, work-life balance initiatives, and succession planning.
Tamayyaz has developed a cost-effective, high quality approach to work with our clients to build and implement a fit for purpose Human Resource Management system, which can quickly add value and accommodate the future growth of your business. Every solution we provide is individually tailored to meet the specific needs of our clients.
The document discusses the staffing process, which includes manpower planning, job analysis, recruitment, selection, placement and orientation, training, performance appraisal, promotion and career planning, compensation, and separation. It explains each step in the staffing process and its importance for effective human resource management. Staffing ensures that the right people are hired for the right jobs and developed to maximize their performance and potential.
This document presents a presentation on career development by Kumar Rahul for his MBA program. It defines career development as activities that enhance skills and allow one to make the best use of their competencies in their desired career. It discusses factors that shape careers like career anchors and sources of career behavior. It also presents examples of career paths for academics and process engineers. The document advocates for career development programs in organizations and describes their potential components. It shares results of a survey conducted that found lack of career growth is a major reason employees leave jobs and that career growth is important for job satisfaction. It concludes many employees feel their companies are not adequately supporting their career development.
This document discusses the importance of staffing and outlines the key steps in the staffing process. It explains that staffing is important for efficient performance, effective use of resources, optimal use of human resources, motivation, and morale. The staffing process involves manpower planning, recruitment, selection, orientation, training and development, compensation, performance appraisal, and promotion/career planning. The overall goal is to put the right person in the right job.
This document discusses key issues in language teaching and learning, including teachers' roles, beliefs about how learners learn, and the impact of new technologies. It addresses theories such as communicative language teaching, androgogy versus pedagogy in adult learners, transmission versus interpretation in tutoring, and Krashen's natural approach. Frameworks for constructivist language learning and Lewis' lexical approach are also examined. The document argues online tools can enhance teaching if used appropriately but may also change teaching practices.
This document provides an overview of learning and development topics. It includes sections on gateways into the learning and development field, measures of learning impact, a six stage training cycle model, re-engineering learning and development, causes of knowledge gaps, learning styles, training games, performance management, moving between roles, employee engagement, induction and onboarding, leadership development systems, skills gaps, learning and development roles, organizing the function, skills development for small organizations, practitioner tasks, effective online learning, best practices, and sales training.
When it comes to developing e-Learning courses, no two sets of requirements or budgets are ever the same.
Sophisticated clients demand more cost effective courses with faster turnaround times and it’s up to us consultants and developers to deliver!
So we’ve put together a helpful infographic that may shed some light into the ways in which greater efficiencies and cost savings can be gained through the combining of traditionally individual roles.
And with the widespread availability of easy to use authoring tools, templates, and stock imagery, finding these multi-skilled individuals isn’t the unicorn hunt it may have been a few years ago.
That said, and when it comes to developing the highest quality and most cutting edge and innovative courseware, there will always be a need to specialists.
This document discusses human resource planning, including its meaning, definition, objectives, importance, and benefits. Specifically:
- Human resource planning is the process of determining how to move from a current workforce to a desired one by assessing HR needs and timing. Its objectives include ensuring optimal use of existing HR, forecasting future needs, and providing control measures.
- Important factors that influence HR planning include organizational structure and growth stage, environmental uncertainties, outsourcing, job nature, forecasting methods, and time horizons for plans.
- Benefits of HR planning include meeting organizational requirements, offsetting uncertainties, checking labor imbalance, fulfilling expansion/diversification needs, training and developing employees, fulfilling individual employee needs
This document outlines standards for human resource management from the South African Board for People Practices (SABPP). It covers 11 standard elements of an HR management system including strategic HR management, talent management, HR risk management, workforce planning, learning and development, performance management, reward and recognition, employee wellness, employment relations management, organization development, and HR service delivery. Each standard element includes objectives and processes related to effectively managing that aspect of HR.
The document discusses learning, defining it as a relatively permanent change in behavior resulting from prior experience. It provides definitions of learning from several psychologists and references. Key characteristics of learning mentioned are that it is purposeful, the result of experience, multi-faceted, an active process, involves a change in behavior, and is reflected in changed behavior. The principles of learning discussed include readiness, exercise/practice, the effect of emotional reactions, primacy, intensity, recency, motivation, recognition of individual differences, reinforcement, feedback, meaningfulness of material, and transferring learning to work. Finally, the learning process is described as involving stimuli, attention, recognition, translation, reinforcement, behavior change, rewards, habit formation, motives,
The document describes the 7Cs of Learning Design framework, which provides guidance for teachers and instructional designers on how to effectively design learning experiences using digital technologies. The 7Cs include: Conceptualize, Create, Communicate, Collaborate, Consider, Combine, and Consolidate. For each C, the framework provides tools and activities to help visualize the design process and make the design explicit and shareable. The goal is to shift the focus from content to activities and the learner experience. The framework is meant to help teachers and designers make pedagogically sound decisions and appropriately leverage digital tools and resources.
This document summarizes a workshop on linking learning analytics, learning design, and MOOCs. It discusses how learning analytics can provide actionable intelligence for learners and educators. Group activities involved analyzing MOOCs to identify learning outcomes, assessments, and how analytics could support learning. The document suggests learning design tools like templates, planners, and maps can help identify useful analytics and frame analytics questions. The goal is to use analytics to facilitate learning, identify struggles, engagement, and address problems by starting with pedagogy.
This document discusses learning design and its importance. It defines learning design as representing teaching and learning activities in a format that can be shared and adapted by teachers. This allows good practices to be transferred and helps teachers incorporate new technologies and resources into their lessons. The document outlines why focusing on design processes is important to improve teaching quality and support teachers in a time of many new tools and resources. It also defines key terms like learning activities and discusses different levels and interpretations of learning design.
The document discusses current practices, trends, and emerging roles in learning and development (L&D). It begins by defining human resource development (HRD) and examining how the definitions have evolved over time from 1964 to the present. It then covers trends in the people, organization, and resources aspects of L&D. Specifically, it discusses trends in continuous professional development and roles for L&D professionals, as well as practices used for developing employees both in-house and externally. The document suggests that areas like coaching, in-house programs, and eLearning are growing in importance and usage within the L&D field.
The document provides an overview of human resource management (HRM) policies and practices. It discusses key topics such as human resource planning, recruitment and selection, training and development, performance appraisal, and employee relations. The summary highlights that HRM involves developing strategies and policies to manage people for business performance. It also notes that training, performance reviews, and maintaining good employee relations are important aspects of HRM.
The document discusses human resource planning (HRP) which involves assessing an organization's current human resources, forecasting future demand and supply of human resources, and matching demand and supply to address shortages or surpluses. The key steps in HRP are assessing current HR, forecasting demand, forecasting supply, and developing an action plan to address gaps. HRP helps ensure the right people are in the right positions at the right time to achieve organizational goals.
Academics tell us that Marketing is in decline. At the same time, Social Media are having an enormous influence on not just Marketing but on the organisation itself. This academic document, a précis of a dissertation, explores the parlous state of Marketing and asks if Social Media can assist in revitalising Marketing. 8 managers in 7 top brands are interviewed in an attempt to explore the powerful conceptual framework developed. The conclusion finds some common ground between academia and practitioners but establishes a clear difference of view on the degree of Social Media’s impact on Marketing, Strategy and the Organisation.
The document discusses several aspects of human resource practices that are important for business success. It emphasizes that talent is a critical resource for innovation, world-class processes, and building strong brands. It also discusses the need for world-class HR practices to win the "war for talent" and compete in today's global market where customers demand continuous improvement. Finally, it outlines several domains of HR capability that are required, including strategies aligned with business goals, developing skills and engaging employees, compensation practices, and delivering excellent service.
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
Infosys is an Indian global technology services company headquartered in Bangalore with over 145,000 employees of 85 nationalities. It provides business consulting, technology, engineering and outsourcing services to over 30 countries. Infosys' training and development department conducts organizational need analysis, job need analysis, and person need analysis. It is divided into teams for corporate training, organizational development, and different industry verticals. The department makes use of various training methods and has world-class infrastructure, notably its large training center campus in Mysore, India. Infosys offers employees induction training, project management training, soft skills training, technical training, and leadership programs.
Trend and Challenge Digital Marketing 2017Gilang Ridzky
With communication as my educational background and my work experience in social media marketing's field, I'm interested to do some little-analytical about Trend and Challenge Digital Marketing 2017 then write it down as you can see here.
I just wrote the matter-most-point, if you're interested to know more about my interpretation/presentation/whatever you call it, just send me an e-mail at gridzky@gmail.com so I can send you the details. Because I'm too lazy to share the details here. Thank you.
Warm Regards,
Gilang Ridzky Yuwono.
Infosys is an Indian multinational corporation that provides business consulting, information technology and outsourcing services. It was founded in 1981 by seven engineers and is headquartered in Bangalore, India. Infosys has various HR policies covering recruitment and selection, training and development, compensation and benefits, health and safety, and employee relations. It recruits graduates from engineering and management institutes and provides extensive training programs to develop its employees.
This document provides an introduction to training and development. It discusses key components of learning including learning, human capital, knowledge, training, development, formal and informal training. It also discusses explicit and tacit knowledge as well as knowledge management. The document outlines the importance of training and discusses factors that impact learning such as economic cycles, globalization, intangible assets, business strategy, diversity, generations, talent management, technology, and high-performance work systems. Finally, it discusses common training roles and in-demand skills.
This document outlines the course objectives and outcomes for the course 30212MG116 – Training and Development. The objectives are to facilitate understanding of the role of training in organizations, equip students with theoretical concepts and practical techniques to manage training functions, and provide insight into gaining competitive advantage through effective training. The outcomes include demonstrating the importance of training, experimenting with training needs analysis, illustrating different training platforms, explaining the need for competent trainers, and distinguishing different training levels in companies.
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
This document discusses resources that training and development professionals use to achieve results, including targeting learning efforts, managing content development, efficiently delivering content, and assessing value. It provides examples of competency frameworks, curriculum development, learning management systems, and approaches for delivering training. The conclusion emphasizes that combining resources allows T&D to change how learning is viewed, carried out, and managed in organizations to maximize benefits.
This document provides a project report submitted by Mr. Jiten H Menghani for his M.Com degree. The 3-page report includes a declaration signed by Menghani, an acknowledgements section thanking those who helped with the project, and a table of contents outlining the topics to be covered. The topics include introductions to human resource management and training and development. It also discusses the importance, objectives, and models of training, including the system model and instructional system development model.
Talent Management for mba 3rd sem usefulAtifaArbar
The document discusses talent management, including its definition, history, components, scope, needs, processes, and tools. Talent management refers to identifying, developing, and retaining skilled employees. It involves activities like recruitment, training, performance management, and succession planning. It aims to maximize individuals' potential to achieve organizational goals. Failure to effectively manage talent can result in loss of top performers and low employee engagement, hindering business success.
Training plays an important role in developing employees' skills and knowledge. There are differences between training, which focuses on current job skills, and management development, which prepares employees for future roles. Effective training requires identifying needs, designing programs with clear objectives, and using various methods like on-the-job and off-the-job approaches. Organizations benefit from improved performance, while training also develops employees' abilities and job satisfaction. Regular needs assessments and program evaluations ensure training continuously meets organizational and individual goals.
The document discusses the importance of training and development for employees and organizations. It makes the case that in a rapidly changing society, training and development are necessary for organizations to maintain a knowledgeable workforce. It defines key terms like training, which aims to improve current job performance, and development, which helps individuals grow and prepares them for larger responsibilities. An effective training system is systematic, improves skills for new technologies/methods, and improves employee performance and productivity. Regular needs assessments are important to identify what training is needed. The goals of training and development programs are to improve workforce quality, enhance employee growth, prevent obsolescence, assist new employees, and improve health and safety.
The document outlines the agenda for a two-day leadership training program focused on leading in a disruption era. Day 1 covers management principles, rethinking leadership for the digital age, enhancing creativity, and employee performance and satisfaction. Day 2 focuses on leading change, influence and persuasion, team development, and conflict management. Each session includes learning activities like group discussions and strategy development exercises. The training aims to help participants effectively lead organizations through digital disruption.
A project report on training and development in sahara indiaProjects Kart
The document discusses training and development in organizations. It covers key topics like the importance of training, models of training, the training process, and training evaluation. Specifically, it outlines the systems model, instructional systems development model, and transitional model of training. It also describes the typical phases of training including needs analysis, design, implementation, and evaluation. Overall, the document provides an overview of training concepts and frameworks.
Encyclopedia of training and development - Manu Melwin Joymanumelwin
Training and development is crucial for organizational success and employee performance. It addresses employee weaknesses, enhances skills, leads to consistent performance, increases employee satisfaction and productivity, improves quality, reduces costs and lessens supervision needs. Training provides the knowledge and skills required for jobs and empowers employees to excel in their roles. It is a significant investment for organizations.
This document provides information about Andhra Pradesh Power Generation Corporation Limited (APGENCO). It discusses power sector reforms in India that led to the establishment of APGENCO in 1998. The objectives of APGENCO are to efficiently and economically maintain the power sector in Andhra Pradesh and ensure demand meets supply. APGENCO operates and maintains power plants and undertakes new power projects and renovations. It has increased installed capacity over the years to meet growing energy demand in the state.
Presentation slides by Jay Letourneau, as presented at the TICE 2023 session. Made possible by support from AXIOM Learning Solutions. Video of this session is available at https://axiomlearningsolutions.com/tice
The field of learning and development offers many career paths, including instructional design, learning experience design, and training and development. Those who pursue a career in this field can expect to work in a variety of industries, including education, healthcare, technology, and more.
The document discusses knowledge management, including definitions of data, information and knowledge; types of knowledge like tacit and explicit; components of a knowledge management system; factors that affect knowledge sharing; the importance of training, development, and education; and strategies to improve the transfer of training back to the job. It provides an overview of key concepts in knowledge management with a focus on knowledge sharing, training, and individual and organizational learning.
Training involves teaching employees skills and knowledge to perform their jobs effectively. It is a planned effort to help employees acquire and apply required competencies like knowledge, skills, and attitudes. Training methods include on-the-job and off-the-job techniques and aim to bridge gaps in existing versus required skills and knowledge. The goal of training is to improve employee and organizational performance.
This document provides an overview of educational technology and human resource development. It discusses how HRD helps organizations maximize productivity through developing human resources. It also outlines the role of technology in training, trends in HRD focusing on continuous learning and development, and key areas of HRD including training, career development, and organization development.
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Similar to The place of learning and development in human resource practices. (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
The place of learning and development in human resource practices.
1. THE PLACE OF LEARNING & DEVELOPMENT IN HR
PRACTICES :BY TAOFEEK TEMITAYO OSHINUGA.
M.ED(LAGOS)
LEARNING & DEVELOPMENT DIVISION, ADMINISTRATION & HUMAN
RESOURCE DEPT.,EDUCATION DISRTICT I, AGEGE, LAGOS NIGERIA.
temitayo20012000@yahoo.com,temitayooshinuga@gmail.com
BEING A PAPER PRESENTED
AT THE NIGERIAN INSTITUTE OF TRAINING
AND DEVELOPMENT (NITAD) MEMBERSHIP
COMMITTEE’S MEETING HELD ON TUESDAY 4th
AUGUST, 2015 AT INDUSTRIAL TRAINING FUND
LAGOS AREA OFFICE OJOTA, LAGOS
2. LEARNING OBJECTIVES
AT THE END OF SESSION PARTICPANTS SHOULD BE
ABLE TO:
DEFINE THESE TERMS
* LEARNING,DEVELOMENT,LEARNING &
DEVELOPMENT. IDENTIFY SOME ELEMENTS OF
L&D
• HIGHLIGHTS THE DIFFERENCES BETWEEN L&D
AND TRAINING
• DISCUSS THE EVOLUTION OF L&D
3. LEARNING OBJECTIVES
CON’TD
• IDENTIFY THE ROLES &RESPONSIBILTIES OF A
L&D MANAGER
• DESIGN & DEVELOP A LEARNING &
DEVELOPMENT STRATEGY USING ADDIE
MODEL
• BRAIN STORM ON THE FUTURE OF LEARNING
& DEVELOPMENT
4. INTRODUCTION
• Learning and Development has emerged as one of the
main differentiators in our knowledge economy where
great people make the greatest difference in the
success of a company. As more companies recognize
the importance of L&D, more time, effort and
investments are being made in the same.
• Learning and development is always about change -
changing people, changing organisations. So it follows
that being able to embrace change is an important
attribute for anyone in a learning and development
role.
5. INTRODUCTION( CON’TD)
•Organizations need people with high levels of
knowledge, skills and abilities
•organizations need to take account of the
personal needs of those employed for
development and growth.
•This is good in itself but it also means that the
organization will be a more fulfilling and
therefore attractive place in which to work.
6. DEFINITION OF TERMS
•Learning – the process by which a person acquires
and develops knowledge, skills, capabilities,
behaviours and attitudes. It involves the
modification of behaviour through experience as
well as more formal methods of helping people to
learn within or outside the workplace.
•Development – the growth or realization of a
person's ability and potential through the
provision of learning and educational experiences.
7. DEFINITION OF TERMS (CON’TD)
• Learning & Development (L&D) is a timeless
and invaluable resource for building employee
skills, enhancing their motivation, and
contributing to productivity and engagement.
It is particularly invaluable when the learning
activities are linked to the employees’
developmental goals identified in the
performance management process.
8. SOME ELEMENTS OF LEARNING AND DEVELOPMENT
• Talent Management is a set of integrated organizational HR
processes designed to attract, develop, motivate, and
retain productive, engaged employees. The goal of talent
management is to create a high-performance, sustainable
organization that meets its strategic and operational goals
and objectives.
• Career Development is the lifelong process of managing
learning, work, leisure, and transitions in order to move
toward a personally determined and evolving preferred
future.
• Training – the systematic application of formal processes to
impart knowledge and help people to acquire the skills
necessary for them to perform their jobs satisfactorily.
9. SOME ELEMENTS OF LEARNING AND DEVELOPMENT
(CON’TD)
• Education – the development of the knowledge, values
and understanding required in all aspects of life rather
than those relating to particular areas of activity.
• Appraisal: Impartial analysis and evaluation conducted
according to established criteria to determine the
acceptability, merit, or worth of an item.
• Mentoring is a personal developmental relationship in
which a more experienced or more knowledgeable
person helps to guide a less experienced or less
knowledgeable person. The mentor may be older or
younger, but have a certain area of expertise.
10. SOME ELEMENTS OF LEARNING AND DEVELOPMENT
(CON’TD)
• Coaching is training or development in which a
person called a coach supports a learner in
achieving a specific personal or professional goal.
The learner is sometimes called a ‘coachee.’
• Counselling is a type of talking therapy that
allows a person to talk about their problems and
feelings in a confidential and dependable
environment. A counsellor is trained to listen
with empathy.
11. DIFFERENCES BETWEEN TRAINING &LEARNING &DEVELOPMENT
TRAINING LEARNING AND DEVELOPMENT
Training is a systematic
approach to improving
employees’ knowledge, skills,
and attitudes in order to
hone their ability to perform
today’s job responsibilities
Learning and development is the
systematic process of preparing
employees and leaders for future
responsibilities
Training is an intervention
that is delivered by an
instructor or facilitator.
Learning is the process of acquiring
knowledge or skill in the context of
organizational goals by discovering
information via tools and mechanisms the
organization has made available to
learners.
12. THE EVOLUTION OF LEARNING AND DEVELOPMENT
• In the last 30 years, the role of the human resource developer has
changed from one of training individuals to one of facilitating
learning. The perception of the employee has changed from one of
a simple resource to that of a resourceful individual, who should be
nurtured for the benefit of the company and society. Autonomy is
encouraged as is a creative and entrepreneurial outlook. Nigel
Walpole, Managing Director Bray Leino Learning explains.
• The eighties and nineties saw the trend for ‘learning organisations’
where the economic benefits of a culture of learning were
recognised. Staff development and training moved centre stage
with increased budgets filling training rooms with ring binders of
materials to keep the workforce up to date with the skills,
knowledge and processes required for the organisation’s success.
Learning and development was big business, spawning a whole
industry of publishers, consultancies and training companies.
13. THE EVOLUTION OF LEARNING AND DEVELOPMENT
(CON’TD)
• Thirty years ago, the training needs of
employees were stored on a simple database
listing the requirements of each role within an
organisation. More sophisticated databases
would track the validity and currency of the
certificates and training materials and provide
evidence of compliance but bore little
resemblance to the sophisticated Learner
Management Systems used today.
14. EVOLUTION OF LEARNING AND DEVELOPMENT
• A modern LMS acts as a virtual learning environment;
an online classroom, space for interaction and
communication with tutors and peers, an e-portfolio
and method of tracking, shaping and analysing the
learning journeys of employees. A good LMS puts the
learner in control of their own development. This kind
of LMS is a typical example of disruptive technology,
changing the way the HR department works. The HR
manager or L and D professional works with the
employee to identify areas for development and
support the learner in the removal of any obstacles to
their successful development, rather than allocating
training materials for specific roles.
15. EVOLUTION OF LEARNING AND
DEVELOPMENT (CON’TD)
• With sophisticated learner management systems
come sophisticated learner analytics. The modern
HR manager needs to be comfortable with data.
The data provided by a company LMS not only
helps in constructing the learner journey and
improving success rates, it is also invaluable when
it comes to measuring the ROI of the HR
departments staff development activities and
informing future spend. It encourages a strategic
approach, essential in a climate where
technological and economic change moves at
such a fast pace.
16. ROLES & REPONSIBILITIES OF L&D MANAGER
• Identifying personnel who are in in need of
additional training.
• Working with third party consultants and
professionals on how to improve in-house
employee learning and teaching strategies.
• Designing in-house materials and resources for
employee development and education.
• Developing a blended approach which integrates
different learning modes, such as coaching,
classroom instruction, online learning and action
learning..
17. ROLES & REPONSIBILITIES OF L&D MANAGER (CON’TD)
• Implementing blended learning strategies and
training sessions at a managerial level.
• Managing the development of one or more
training teams.
• Managing the budget for the organization’s
training processes.
18. ROLES & REPONSIBILITIES OF L&D MANAGER (CON’TD)
• Technology is core to learning, L&D manager keeps
up-to-date with learning trends, changes in learning
theory and developments in learning technologies.
• Collaboration and exchange of ideas, the process of
being so proactive means that many great learning
and development managers network highly too. They
exchange ideas, articles, information - using tools
such as LinkedIn and Twitter. This feeds their natural
desire to learn and helps them keep at the top of
their game.
19. DEVELOP AND DESIGN A LEARNING & DEVELOPMENT
STRATEGY USING ADDIE MODEL
• DEFINITION
The ADDIE Model is an approach used by instructional
designers and content developers to create instructional
course materials. The model has been adopted as the
standard method by many instructional designers because of
its flexibility.
OVERVIEW
The ADDIE Model of instruction systems design (ISD) was first
developed for the U.S. Army during the 1970s by Florida State
University’s Center for Educational Technology. ADDIE is an
acronym for the five-phase courseware development program
of analysis, design, development, implementation and
evaluation.
20. DEVELOP AND DESIGN A LEARNING & DEVELOPMENT STRATEGY
USING ‘ADDIE MODEL’
• ADDIE was later adapted for use by all branches
of the U.S. Armed Forces. It has become a widely
used and frequently modified best practice within
the private sector. It is often employed for
compliance training and other learning events
that are not time sensitive.
• One of the attractions of the ADDIE Model is its
flexibility. For example, it can be used with both
individualized and traditional instruction
22. ADDIE MODEL
• Analysis. In the first phase, the instructional challenge of the course
is detailed, objectives are established and issues such as learner
skill level are identified.
• Design. A variety of concerns are addressed at this phase to achieve
optimal courseware design and systematic development of the
training program. They include learning objectives, content,
assessment instruments, exercises, subject matter analysis, lesson
planning and media selection. Each is pursued under a logical and
orderly method of identifying, developing and evaluating plans for
meeting instructional goals.
• Development. Courseware designers and developers create the
content following the design phase’s blueprinted. That includes
design of storyboards and graphics, as well as integration of any
eLearning technologies.
23. ADDIE MODEL
• Implementation. This phase focuses on developing procedures
for training both facilitators and learners. Facilitators training
should explain the curriculum, learning outcomes, method of
delivery and testing procedures. Student preparation includes
training the use of new software and hardware, and registration.
Preparation of learning materials including books, tools, CD-
ROMs and software is conducted, and the website tested.
• Evaluation. The evaluation phase is ongoing throughout the
design process. Its purpose is to ensure that all stated goals of
the learning process will meet the specified needs. Another
objective of this phase is to identify on-the-job performance
following completion of the course, and to ensure that business
needs are met.
25. WHAT WILL THE FUTURE HOLD FOR L&D ?
• Start an Advanced Learning Team that is cross generational,
cross-functional, multi-level and charge them with finding out
the social and technology learning needs and desires of your
organization.
• Measure if learning has occurred within your programs and
workshops based on if the learner has learned not on whether
they “attended” the learning session. Test this with
assessments, behavioral changes and continued learning
opportunities.
• In workshops and training allow for the ‘social sandbox’ to occur.
Next-generation trainers (whether in-house or vendors) will
have to be great facilitators of both competency learning and
social engagement (group discussions, mentorships, sponsors,
break out groups) when providing workshops and trainings.
26. WHAT WILL FUTURE HOLD FOR L&D IN HR
PRACTICES ? (CON’TD)
. Continue to invest in learning and development. It
seems simple, but so many organizations are cutting back
on this in our current economic state. It’s scary – if we
continue to cut back we are going to have a very
competency-depleted workforce within 5-10 years.
. Embrace flexible, blended learning Most organizations use
in-classroom workshops as the primary means of learning. But
in a time where budgets are tight and teams are
geographically dispersed, this just isn’t reasonable anymore.
Managers need training alternatives that let people learn on
their own time, or in the ways they learn best. Flexibility in
training is key.