Learning and Development

Learning and Development

Learning and development area of the HRM is very much important and more essential than ever before. It is very critical for organisations to establish an organisational focus when setting goals and objectives for its learning and development activities. The learning and development objectives and strategies should link with the the broader organisational objectives. Armstrong (2014) sated that learning and development represents the process an organization adjustment to ensure that current and in the future.It helps to achieve the objectives of the organization by developing the skills, knowledge and capacities of the team members.

According to Walton (1999) human resource development involves introducing, eliminating, modifying, directing and guiding processes that all individuals and teams are armed with the skills, knowledge, capacities and competences that they require to face present and future tasks needed to the organization. According to a survey conducted by Office Team in 2015, 38% of HR professionals consider training development of employees their greatest staffing concern. 

Learning should be distinguished from training. ‘Learning is the process by which a person constructs new knowledge, skills and capabilities, whereas training is one of several responses an organization can undertake to promote learning’ (Reynolds et al., 2002)

As Harrison (2009) defined learning and development has primary purpose as an organizational process is to aid collective process through the collaborative, expert and ethical stimulation and facilitation of learning and knowledge that help business goals, develop individual potential, and respect and build on diversity.

Learning technologies are more common in larger organisations. Larger organisations are more likely to include e-learning courses and blended learning among their most common L&D practices. They are also more likely to anticipate that blended learning, mobile device-based learning, gamified learning, virtual classrooms and webinars will grow in use in their organisations in the next two years (CIPD, 2015)
In the CIPD spring 2015 Employee Outlook survey, conducted in partnership with Halogen, they asked employees which three L&D practices were most frequently used in their organisation and which three they considered to be most effective. The survey was carried out by YouGov in March 2015, and the findings below refer to responses from 1,993 individuals.
The top five most used methods were reported to be on-the-job training (selected by 50%), Online learning (29%), In-house development programmes (25%), Learning from peers (through face-to-face interactions or online networks) (25%) , External conferences, workshops and events (15%)

Challenges for HRM in Learning & Development

Organizations want to get the maximum of their employees in order to keep the market share and continued profit in times of downfall. The human resources management gets many challenges in a workforce’s training and development to ensure the stability of the high performing employees who take the company to success from untapped potential employees and underachievers’ alike (Kirkwood, 2017)

The challenges faced by employers and organisations in the effective management of HR T&D varied from concerns about the lack of intellectual HR professionals to coping with the demand for knowledge-workers and fostering learning and development in the workplace (The Journal of International Social Research Volume 2 / 8 Summer 2009)

 REFERENCES                                         

Armstrong, M (2014) Armstrong’s Handbook of Human Resource Management Practice. London, Koganpage.

CIPD, (2015) Learning and development, ANNUAL SURVEY REPORT

Harrison, R (2009) Learning and Development, 5th edn, London, CIPD

Kirkwood, C (2017) What Are Some Challenges of HR with Training & Development

Reynolds, J, Caley, L and Mason, R (2002) How Do People Learn?, London, CIPD

Uluslararası Sosyal Aratırmalar Dergisi, The Journal of International Social Research Volume 2 / 8 Summer 2009

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