IP 324 Chapter 9

L&D management’s purpose is to contribute to:

organisational capability and sustainability and employee productivity and employability

A stretegic L&D plan facilitates:

effective implementation of the workplace skills plan

efficient implementation of the workplace skills plan

Purpose of HRM

create systems enabling employees to successfully achieve organisational strategic business goals

Purpose of HRD

provides a framework for helping employees develop skills, knowledge, abilities, personal competencies, and organisational competencies to support organisational performance capability

HRM and HRD systems

help build human and social capital enabling organisations to sustain performance capability and operate effectively in a VUCA environment

HRD activities

L&D

employee onboarding

skills and technical training

career development

management development

coaching

Internal alignment

when organisational strategy supports vision, mission, goals, and values

External alignment

alignment between organisation and external environment and includes stakeholders such as customers, suppliers, and communities

Vertical integration

exists when HR activities support HR strategy

Horizontal integration

exists when functional area strategies support organisational strategy

Link between strategies

1. organisational strategy

2. HRM strategy

3. HRD strategy

4. HRD activities

Core workplace issues in the 21st century

1. quality improvement

2. economic competitiveness and skills

3. technological change

4. customer service development

5. promoting employability and sustainable livelihoods

6. flexibility and lifelong learning

7. employment equity

8. developing human and social capital

9. stakeholders perspective of HRD

10. ethical business management

Total quality management

focuses on every employee’s responsibility toward customers and clients

employability

ability to gain employment, adjust to workplace demands and be productive

Employment equity

development of black people, women, and disabled persons

Triple bottom line

environmental integrity

economic prosperity

social equity

Characteristics of the New Learning Organisation (Overton)

1. clarity of purpose

2. a flourishing organisational ecology

3. holistic employee experience

4. persistent employee engagement

5. informed decision-making

6. flexible, digitally supported learning infrastructure

Clarity of vision

the organisation has a shared vision, clearly defined organisational goals, and employees are valued, nurtured and encouraged to adapt and develop in order to achieve organisational goals

A flourishing organisational ecology

the organisation creates common goals, agile processes, and a supportive learning environment

Holistic employee experience

organisational leaders guide employees to learn actively, encourage innovation, and creativity

Types of knowledge

explicit and tacit

Explicit knowledge

knowledge that is easily communicated, codified, and expressed clearly

Characteristics of explicit knowledge

available to anyone in a specific context and includes procedures, rules, manuals, and formal knowledge about tasks

Tacit knowledge

knowledge that is personal, individualised, and experience-based

Characteristics of tacit knowledge

difficult to articulate, explain, or communicate to others

Source of tacit knowledge

developed through experience, practice, and personal skills

Implications of the L&D value proposition

1. value is defined by stakeholders

2. create sustainable competitive advantage

3. alignment with stakeholder requirements

4. continued professional development

5. value the link between investors and stakeholders

benefits of focusing on the L&D value proposition

HRD becomes a strategic contributor

organisations improve productivity, achieve measurable results, and create sustainable competitive advantage

employees experience greater job and career satisfaction

The L&D management process

1. developing a holistic HRD strategy

2. considering external and internal forces

3. defining the L&D value proposition

4. conducting an L&D strategic skills gap analysis

5. conducting an organisational L&D needs analysis

6. compiling the L&D plan

7. specifying the executive strategy

8. implementing the L&D plan

external forces

originate outside the organisation and include technological advancement, market changes, social pressures, and political pressures

effects of external forces

cause organisations to rethink business models, and product/service delivery methods

Internal forces

originate inside the organisation and include low job satisfaction, low productivity, high turnover, and conflict

Conducting an L&D strategic skills gap analysis

diagnose major performance problems and industry-related skills gaps

Targeted groups when conducting an organisational L&D needs analysis

scares skills groups

critical skills groups

employment equity groups

talent pools

The L&D plan includes:

workplace skills plans

planned interventions

financial-year priorities

Strategic L&D management functions

1. defining the L&D value proposition

2. strategising

3. organising

4. leading

5. assuring quality

6. evaluating

Strategising means that management must:

identify L&D needs

analyse tasks/outcomes

develop strategic plans

schedule learning interventions

prepare budgets

Organising means that management must:

allocate responsibilities

coordinate resources

select training methods and facilities

arrange logistics and administration

Leading means that management must:

motivate staff

provide direction

support achievement of objectives

conduct appraisals

provide coaching and mentoring

Assuring quality means that management must:

implement quality systems

develop policies/procedures

ensure compliance

train competent staff

Evaluating means that management must

measure achievement of objectives

assess learner competence transfer

determine value added

evaluate compliance and best practice

recommend improvements

Project management prinsiples in L&D

1. vision and mission

2. business objectives

3. standards of engagement

4. intervention and execution strategy

5. organisational alignment

6. measurement and accountability

Vision and mission clarifies:

desired outcomes

expected future state

how goals will be achieved

requirement of vision and mission

must align with the L&D value proposition

Principle 2: Business objectives

establish 2-3 key project goals

Principle 3: standards of engagement

clarify project team members, meeting frequency, meeting rules, project owner, responsibility for minutes/action steps

Intervention and execution startegy

use SWOT/C analysis

SWOT/C

strengths

weaknesses

opportunities

threats/challenges

Principle 6: measurement and accountability

use scorecards to measure implementation, track refinement, and sensure sustainability