Learning and development

 Learning and development

The learning and development strategy represents the approach taken by the organization to ensure in present and future, Learning and development activities help people to achieve their goals by developing skills and abilities of individuals and groups. Strategic human resource development defined by Walton (1999) Strategic human resources development engage introducing, eliminating, modifying, directing and Guiding processes the current and future tasks that the organization requires with the skills, knowledge and capabilities required of each and every team. 

Amstrong (2009) discuss the feature of learning and development strategy. Learning and development strategy designed to support the achievement of business objectives by promoting human capital is required. But it must be led by the people. That is, the needs and aspirations of people for growth and development. Learning and development strategy is basically philosophy, and that goal is to implement the vision. It is primarily a matter of producing a learning culture that stimulates learning, and initiates planning and implementation of basic educational activities and programs.

Reynolds (2004) describes learning culture is where high management, line managers and employees usually learn the essential organizational process they need, and they continue. The culture of learning as the 'growth medium' has the following characteristics to promote positive behavioral patterns, including 'learning', including positive attitudes: supervising power, self-managed learning, long-term capacity building, not a short-term. Further he suggests in order to create a learning culture, It is necessary to develop the institutional habits that have a dedicated commitment among the employees, providing opportunities for employees to act on their commitment and Practical Support for learning.

It has highlighted in the Nestle website (2016) important of learning and development.Training and mentoring bring to our culture the business performance and your own interaction. We provide vocational training through a strong training network of both internal and external coaches. Training and learning hours in 2016 were typically up to 38.8 hours. This is an investment of about $ 397 per employee. It includes both internal and external learning and development. We’re only able to hit our targets because you hit yours. 

It has stated in KPMG (2018) company success lies in the core competencies, knowledge and skills of employees. KPMG committed to building a continuing learning culture. Employee will receive a personal development plan prepared in accordance with employee’s personal needs and an aspiration from the moment employee is with company. KPMG Business School offers access to the latest technical, business and leadership skill development.

 

 

Reference

Amstrong ,M(2009) Armstrong’s Handbook of Human Resource Management Practice ,Kogan Page 11^th ed.,UK

KPMG (2018) Development is vital to our people’s success – and ours. Available at:  https://home.kpmg.com/xx/en/home/careers/life-at-kpmg/learning-and-development.html (Accessed: 16 June 2018).

Nestle (2016) People development & performance. Available at: https://www.nestle.com/jobs/working-at-nestle/people-development-performance (Accessed: 16 June 2018).

Reynolds, J (2004) Helping People Learn, CIPD, London

Walton, J (1999) Strategic Human Resource Development, Financial Times/Prentice Hall, Harlow

Bibliography

An interview with David Garvin and Amy Edmondson, Professors, Harvard Business School. Available at:https://www.youtube.com/watch?v=lUP4WcfNyAA (Accessed 3 June 2018).