Chapter 1
Learning and Development: The Big Picture
This chapter takes a look at general world trends and those that affect the UK including the rising global population, social and cultural influences, trade and employment and the impact of EU and UK Government policies. This chapter includes a case study which illustrates the importance of globalisation.
Chapter 2
Creating a Learning and Development Strategy
This chapter aims to demonstrate the importance of linking learning and development strategies with the strategy, goals and objectives of an organisation. This chapter contains two case studies: the first outlines the steps to be taken in creating a learning and development strategy; and the second shows how strategic goals and values are woven into the company’s learning and development activities.
Chapter 3
Creating the Winning Edge and Competitive Advantage through Learning and Development
This chapter discusses what needs to be put in place in an organisation before there can be positive outcomes from learning and development. It goes on to define the benefits and consider the culture and climate that needs to be put in place in order for those benefits to be achieved. Organisational examples are used throughout, and there are two main case studies which illustrate how companies have achieved those benefits.
Chapter 4
Identifying Learning Needs in Organisations
This chapter describes some standard approaches to identifying and prioritising critical learning needs that can be modified and tailored to the specific needs of an organisation. It explains current best practice in carrying out a learning needs analysis, how to plan a learning needs analysis and job and task analysis methods. This chapter also sets out potential pitfalls and common mistakes that can and have been made.
Chapter 5
Design and Implementation of Learning Solutions
This chapter looks at the various options that are available to people designing learning solutions, looks at learning styles and considers other factors which need to be taken into account when designing and implementing a learning solution such as the outcome, organisational culture, learning styles and resources. This chapter contains many examples and two case studies which look at blended learning methods.
Chapter 5a
Organising Training Events: Practical advice for the training administrator
This chapter focuses on the training course, and expertly guides the administrator or trainee through the practical steps required to ensure that events proceed smoothly and offer the maximum benefit to the trainee and the wider organisation. Basic advice on monitoring training budgets and on evaluating the success of interventions is also provided.
Chapter 6
Assessment and Evaluation: IPC Media
This chapter explores the evaluation of the business impact of development and the anxiety this causes amongst human resource professionals. This chapter describes the approaches trialled at IPC Media and the invaluable learning gained along the way, which has challenged previous approaches and may provide a new incentive to tackle the challenge.
Chapter 7
Measuring the Return on Investment from Coaching
This chapter aims to provide people management and development specialists with some ideas to apply practically when measuring the outcomes of coaching in terms of return on investment. It discusses what to consider before identifying methods of evaluation, the methods themselves and coaching practices.
Chapter 7b
Blended and e-learning at the Crown Prosecution Service: A case study
This chapter contains a case study involving the Crown Prosecution service which outlines how and why the Prosecution College came about.
Chapter 8
Top Trainers, Top Tools and Resources: Linked Learning
This chapter looks at the concept of ‘linked learning’, and talks about whether training links to what course delegates need to do during their day to day jobs. It gives practical advice and examples to help everyone involved in the training profession to tailor what they do so it is of the greatest benefit to delegates. This chapter describes what can be done before, during and after courses to link the learning and includes some ideas that can be used for different types of courses.
Chapter 9
Facts and Figures
This chapter contains a useful glossary of key terms and abbreviations used in the manual, as well as a round-up of relevant web sites available to learning & development specialists. In addition, you can find valuable benchmarking information taken from two recent surveys of development activities across various sectors of UK industry.