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Organisational Implications of Coaching
Jane Stubberfield By the end of this session you will be able:
Identify the factors involved in a learning and
development strategy Discuss methods for ensuring strategic alignment Evaluate models for creating a learning and development strategy Learning and Development Strategy
“So we have to ask ourselves are we being driven
seriously by identified business needs, or are we making our own interpretation of what we think the organisation needs?”
Mayo, A., (2004), Creating a Learning and Development Strategy: The HR
Business Partner’s Guide to Developing People, CIPD Impact of L & D on Business Performance Exercise
• In what ways does learning and
development impact on business 1 performance?
• How should HRD departments be
involved in developing business 2 strategy? Effective Employee Organis- Business learning and performance ational performance development •Ability performance outcomes •Motivation •Cost •Opportunity effective HR improves investment •Labour productivity drives •Product / service quality Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD Vertical alignment
Horizontal alignment How much does the learning and development strategy of an organisation align with the overall human resources strategy?
How much does the learning and development
strategy of an organisation align with the overall business strategy? How much is the learning and development strategy aligned with the other human resources practices and policies?
When adjustments are made in one area are they also
made throughout the human resources function? Agree on the strategy-making team
Clarify organisational mission
Explore core values
Carry out SWOT or PESTLE analysis
Agree L & D strategy and strategic plan
Harrison, R., (2005), Learning and Development, CIPD
Implementation Chosen Routes to the Goals Leveraging resources Resources Progress measurement Systems and processes Conflict resolution Capability Change management Partnership
Mayo, A., (2004), Creating a Learning and Development Strategy, CIPD
• What are the advantages of having a fully integrated learning and 1 development strategy?
• What are the key factors to consider
in creating a fully integrated learning 2 and development strategy? References
Mayo, A., (2004), Creating a Learning and Development Strategy: The HR Business Partner’s Guide to Developing People, CIPD
Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD
Harrison, R., (2005), Learning and Development, CIPD
This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme. This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/). The resource, where specified below, contains other 3rd party materials under their own licenses. The licenses and attributions are outlined below:
1. The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2. The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license.
Author Jane Stubberfield
Institute University of Plymouth Title Learning and Development Strategy Description Creating a fully integrated learning and development strategy Date Created 17.01.2011 Educational Level 7 UKOER, LFWOER, Learning from WOeRK, UOPCPDLM, Continuous Professional Development, CPD, Work-based Learning, WBL, Learning, Keywords development, strategy, alignment, business performance
