L&D Training and Development

L&D Training and Development

How does it function and communicate learning interventions and training?

My current workplace acknowledges the significance of employee training and development. The organization implements training programs through the human resource management department. The department uses performance reviews and employee surveys to determine training needs and creates training programs addressing those needs. Learning interventions and training are communicated through internal memos, emails, and meetings. Every employee must submit a follow-up email to the human resource management to confirm that they understand the proposed learning interventions and training and are ready to participate.

Is it integrated with the overall human resource function — what are some of the benefits or pitfalls of this?

Learning interventions and training in our organization are integrated with the overall human resource function. The human resource management department ensures that all employees targeted by the learning interventions and training attend the training programs. The human resource management department also monitors the success of the training and learning interventions based on selected key performance indicators and initiates improvements to ensure the interventions are successful. One of the advantages of the integration is that it ensures that employees’ learning needs are met because the human resource management department has a record of an individual’s attributes that could impact learning. For instance, the human resource manager may propose adaptive learning based on employees’ learning speed. According to Wentworth & Lombardi (2014), adaptive learning includes allowing employees to learn at their own pace, leading to overall expertise and confidence development. Another advantage of integration is that it enables the organization to select appropriate learning interventions and training based on employee knowledge and skills gaps. The human resource management department can also determine the right motivation strategies to motivate employees while implementing learning interventions and training. Motivation promotes a positive attitude towards the training and interventions, thus enhancing knowledge retention and understanding of the content in the programs. Merriam (2017) argues that emotions are essential in constructing knowledge and learning. Therefore, the human resource management department needs to ensure that employees are excited about the training and learning interventions to enhance their willingness to participate.

How do you think it could be better aligned with the organization and the HR function?

The learning interventions and training in our organization could be better aligned with the organization and the HR function by linking employees’ performance reviews to participation in training and learning programs. For example, the human resource management department may link high performance to participation in training programs to motivate employees to participate so they can get rewards for high performance. The organization could also introduce activities that enable employees to implement the knowledge gathered from the training and learning interventions during the implementation process to determine learning areas that require more emphasis. Kolb (2015) argues that learning includes a longer mastery of various situations. Therefore, employees should be exposed to situations that require applying specific knowledge gathered from the training programs to track their knowledge acquisition and development.

How can HR and L&D better drive toward positive results and help to reach organizational objectives?

Human Resources focuses on employees’ welfare, including the development of their knowledge, skills, and competencies. Consequently, learning and development include equipping employees with the knowledge, skills, and competencies needed to perform assigned tasks within the organization’s expectations. Therefore, HR and L&D can drive positive results by ensuring that employees are qualified to complete assigned tasks.HR and L&D can also help to reach organizational objectives by ensuring that the training programs enable employees to adjust to organizational changes aimed at achieving organizational objectives, such as adapting technology to improve productivity. Learning interventions may also be used to increase job satisfaction for increased employee commitment toward meeting the organization’s objectives.

References

Kolb, D. A. (2015). The process of experiential learning. In Experiential learning: Experience as the source of learning and development (2nd ed., pp. 31-64). Pearson Education.

Merriam, S. B. (2017). Adult Learning Theory: Evolution and Future Directions. PAACE Journal of Lifelong Learning, 26, 21-37. https://www.iup.edu/pse/files/programs/graduate_programs_r/instructional_design_and_technology_ma/paace_journal_of_lifelong_learning/volume_26,_2017/merriam.pdf

Wentworth, D., & Lombardi, M. (2014, August 28). 5 trends for the future of learning and development. Training. https://trainingmag.com/5-trends-for-the-future-of-learning-and-development/

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Reflect on your (current or past) organization. Consider the L&D or training component in your organization, and answer the following questions in a 2-3 page paper:

L&D Training and Development

How does it function and communicate learning interventions and training?
Is it integrated with the overall human resource function — what are some of the benefits or pitfalls of this?
How do you think it could be better aligned with the organization and the HR function?
How can HR and L&D better drive toward positive results and help to reach organizational objectives?