6.1 What is learning and development mean?
Learning
and development, or L&D, is the process of giving workers specialised
skills so they can improve business performance. They might receive retraining
to fill the skills gap that is increasingly common in the workplace today, or
they might receive upskilling to improve their performance in their current
roles.
6.2 Learning Culture
An
environment that prioritises knowledge acquisition and sharing while
demonstrating and encouraging individual and organisational learning is known
as a learning culture. Because top management, line managers, and employees in
general view it as a crucial organisational process that they are committed to
and actively participate in, it is one that fosters learning.
6.3. To develop the Learning Culture
According to Reynolds (2020), a learning culture is a "growth medium" that possesses the following traits and will "encourage employees to commit to range of positive discretionary behaviours including learning":
Figure 02
Benefits of Learning Culture
6.4 Elements of Learning and Development
Learning
and Development (L&D) is a timeless and priceless tool for developing staff
members' abilities, boosting their motivation, and increasing engagement and
productivity. When the learning exercises are connected to the employees'
developmental objectives as determined by the performance management procedure,
it is especially beneficial. Companies rely on learning to provide skills to
their customers, channel partners, and employees as well. There are few
components of Learning and Development.
https://www.researchgate.net/figure/Components-of-learning-and-development_fig1_309134383
Below
chart we can identify that.
Components of Learning and Development
Source-(ResearchGate, n.d.)
6.4.1. Organizational Learning and
Knowledge Management
Knowledge
creation, retention, and transfer within an organisation is known as
organisational learning. As an organisation accumulates experience, it gets
better over time. It can produce knowledge from this experience. Organisational
learning studies how team and individual learning can be converted into an
organisational asset in this setting. Effective organisational procedures and
systems are required for this. The knowledge management process is connected to
it.
To
improve learning and performance in organisations, knowledge management refers
to any process or practice that involves creating, acquiring, capturing,
sharing, and utilising knowledge wherever it may be found. According to Susan
Dimattia and Norman Oder (1997), knowledge management entails using a
technological platform to combine internal and external data from a company and
transform it into actionable knowledge.
One
way to think of knowledge management is as an effort to make tacit knowledge
explicit knowledge. (Knowledge about individuals and organisations)
|
Explicit
Knowledge |
Tacit
(Implicit) Knowledge |
|
Objective,
rational, technical |
Subjective,
cognitive, experiential learning |
|
Structured |
Personal |
|
Find
Content |
Context
sensitive |
|
Context
independent |
Dynamically
created |
|
Externalized |
Internalized |
|
Easily
documented |
Hard
to document |
|
Easy
to codify |
Difficult
to capture and codify |
|
Easy
to Share |
Difficult
to share |
|
Easily
transferred/taught/learned |
Hard
to transfer /teach /learn |
|
Exists
in high volume |
Involves
a lot of human interpretation |
6.4.2. 1 Individual Learning
Encouraging
people to take charge of their own learning requirements, whether to fulfil
their career goals or to perform better at their current job, is known as
self-directed or self-managed learning. It is also known as self-reflective
learning (Mezirow, 2018). This type of learning entails helping people create
new cognitive, behavioural, and understanding patterns. These are
•
Determine your level of learning
readiness.
•
Determine learning objectives;
•
Participate in the learning process;
•
Evaluate the learning process
6.4.2.2 Coaching and Mentoring
A
personal on-the-job method for assisting people in raising their skill and
competency levels is coaching. At its core, coaching is a purposeful and
organised dialogue. The coach applies input and offers a dispassionate
viewpoint.
The
process of using carefully chosen and trained individuals to provide direction,
wise counsel, and ongoing support that will aid in the learning and development
of the person or people assigned to them is known as mentoring.
|
Coaching |
Mentoring |
|
Evaluates
performance |
Does
not evaluate performance |
|
The
relationship is led by the coach. |
The
relationship is driven by the mentee. |
|
One
can standardise coaching. |
Mentoring
is individualised. |
6.4.3 Blended Learning
Learning
that is enabled by the skilful blending of various delivery methods,
instructional models, and learning styles and their application in an engaging,
interactive learning environment is known as blended learning.
6.4.4 Training and Development
Training
and development refers to learning activities within a company created to
enhance the knowledge and skills of employees while providing information and
instruction on how to better perform specific tasks.
6.5 Tips for a Winning Learning and Development Strategy
ResearchGate. (n.d.). Figure
1: Components of learning and development. [online] Available at: https://www.researchgate.net/figure/Components-of-learning-and-development_fig1_309134383.
(Accessed date-15/12/2023)
www.youtube.com. (n.d.). 7
Tips for a Winning Learning and Development Strategy. [online] Available
at: https://www.youtube.com/watch?v=ISM5ceu_KO0
[Accessed 18 Dec. 2023].
