Strategic Learning & Development: Strategy, Processes and Resources: (Learning & Development in Organisations series #3)

By Thomas Garavan, Carole Hogan and Amanda Cahir-O'Donnell

STRATEGIC LEARNING & DEVELOPMENT: STRATEGY, PROCESSES AND RESOURCES continues the theme of strategic L&D started in STRATEGIC LEARNING & DEVELOPMENT IN ORGANISATIONS: THEORY, FRAMEWORKS, STRUCTURES AND GOVERNANCE, the second ebook in this series. This ebook gives particular emphasis to the role of L&D in shaping and influencing business strategy. It provides a detailed discussion of content, process and implementation issues when formulating and implementing L&D strategy in organisations. Reference is made to the key resource issues, including financial, physical and human resources, and the ebook concludes with a discussion of learning culture and climate.

• Language: English
• Publisher: Oak Tree Press
• Release date: Mar 31, 2021
• ISBN: 9781781194676

Book preview

STRATEGIC LEARNING & DEVELOPMENT: STRATEGY, PROCESSES AND RESOURCES

CHAPTER 3: LEARNING & DEVELOPMENT IN ORGANISATIONS: STRATEGY, EVIDENCE AND PRACTICE

Thomas Garavan, Carole Hogan, Amanda Cahir-O’Donnell & Claire Gubbins

Published by Oak Tree Press, Cork, Ireland

www.oaktreepress.com / www.SuccessStore.com

© 2020 Thomas Garavan, Carole Hogan, Amanda Cahir-O’Donnell, Claire Gubbins

A catalogue record of this book is available from the British Library.

ISBN 978 1 78119 466 9 (PDF)

ISBN 978 1 78119 467 6 (ePub)

ISBN 978 1 78119 468 3 (Kindle)

Cover image: Preechar Bowonkitwanchai / 123rf.com Cover design: Kieran O’Connor Design

All rights reserved.

No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying, recording or electronically without written permission of the publisher.

Such written permission also must be obtained before any part of this publication is stored in a retrieval system of any nature.

Requests for permission should be directed to Oak Tree Press, [e-mail].

CONTENTS

Abbreviations

Foreword

Preface

Learning Objectives

Key Concepts

1Introduction

2What is L&D Strategy?

3How Does L&D Strategy Support Organisational Strategy?

3.1 L&D Supporting Business Strategy

3.2 L&D’s Role in Shaping Strategy

Case Study 1: People Strategy in the Irish Police Force

4Developing L&D Strategy: Content Issues

4.1 Why does L&D Matter?

4.2 What Should L&D Strategy Focus On?

4.3 How Will L&D Be Facilitated?

4.4 Where Does Responsibility for L&D Sit?

4.5 Who Supports L&D?

5Developing L&D Strategy: Process Issues

6Developing L&D Strategy: Implementation Issues

6.1 Successful Implementation of L&D Strategy

6.2 Executive and Senior Management Responsibility for L&D Strategy Implementation

6.3 The Role of the Line Manager in L&D Strategy Implementation

6.4 The Role of the Employee in L&D Strategy Implementation

6.5 The Role of L&D Professionals in L&D Strategy Implementation

Case Study 2: Using L&D to Implement Strategy in the Raffles Hotel

Critical Reflection 1

7Resourcing L&D in Organisations

7.1 Financial Resources

7.2 Physical Resources

7.3 Human Resources

8Developing a Learning Culture and Climate

Best Available Evidence to Inform Practice

Conclusion

Summary

Review Questions

Strategic L&D in Action

Case Study 3: Stryker’s Global Engineering Development Programme

Further Reading

Bibliography

About the Authors

Other Titles in this Series

ABBREVIATIONS

AO Advanced Operations division (Stryker)

CEO chief executive officer

HQ headquarters

HR human resources

HRD human resource development

HRM human resources management

KPI key performance indicator

KSA knowledge, skills and abilities

L&D learning and development

LMS learning management system

IITD Irish Institute of Training and Development

STAR Selection of Talent at raffles (Singapore)

MNC multinational corporation

RBV resource-based view

ROI return on investment

SHRD strategic human resource development

SME subject matter expert

FOREWORD

Business leaders know that today’s fast-accelerating changes in technology, longevity, work practices, and business models offer both challenges and opportunities. While some jobs are disappearing due to advances in technology, many more are being transformed and thus creating the need for continuous, lifelong development. In response to this evolving landscape, Learning and Development (L&D) professionals are prioritising strategic imperatives such as transitioning to the future of work, the redesign of work and jobs, and reskilling the workforce to support the ongoing evolution of organisations.

It is imperative that L&D professionals shift their focus from the dominant paradigms that the profession has relied on for the past 50 years and examine more contemporary ways in which to improve their practice as professionals. The reality is that the future has started. We need to invest in breakthrough thinking and innovation to sustain success and face up to the challenges of the new business, customer and market paradigms. Encouraging an organisation’s workforce to learn and to change and adapt to the needs of the organisation is now more important than ever in order to respond to the requirements of the workplace of the future. L&D professionals have a major role to play in helping organisations to ensure that they have a workforce that is capable of adapting to those changing requirements.

Accordingly, as the leading professional body for L&D professionals in Ireland, the Irish Institute of Training and Development (IITD) commissioned LEARNING & DEVELOPMENT in ORGANISATIONS: STRATEGY, EVIDENCE and PRACTICE to reflect the changing landscape of L&D. Our intent in commissioning this book was to support L&D professionals by sharing the most up-to-date thinking to assist them in the development of capability throughout their organisations. The book aims to develop L&D professionals so that they deliver impactful learning interventions that develop staff by thinking innovatively about how work is organised and ensuring the best alignment of people and technology with the right opportunities within their organisations. It considers both formal and informal learning and looks at the contribution of the L&D function to organisational and financial performance. Reflecting the latest thinking in the field of L&D, it provides a theoretically-sound text written with the user in mind, whether that user is a practitioner or a student. Included in each chapter, to help the reader to relate the text to practical application, are case studies that show the theory in action. Critically, the book looks at the future of L&D and the competencies that are required into the future as well as examining ethical considerations in the field of L&D.

We