Draws on the existing literature and on research undertaken in six organisations to examine:
- the practical meaning of training, learning and development
- the supportive conditions necessary for effective line management involvement
- the practical implications for managers.
It includes two detailed case studies of:
- Standard & Poor's
- The John Lewis Partnership
And it also draws on practice in four further organisations: Wiltshire County Council, the Ministry of Defence, Wincanton, and Halcrow.
This is the second of two ‘change agenda’ reports based on research undertaken in six organisations on the role of line managers in aspects of people management. The first report looked at line managers’ role in reward and was published in February 2007.
A final, more extensive research report, will be published later in 2007, combining the areas of reward and learning and development.