Off-the-job Learning & Development Methods: (Learning & Development in Organisations series #7)

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

OFF-THE-JOB LEARNING & DEVELOPMENT METHODS focuses on the use of off-the-job methods to achieve learning objectives. The authors first discuss the spectrum of learning methods, ranging from taught to blended, and how they are linked to organisational performance. They then provide a discussion of learning methods and highlight the advantages, disadvantages and applications of off-the-job methods.

• Language: English
• Publisher: Oak Tree Press
• Release date: Mar 31, 2021
• ISBN: 9781781194799

Book preview

OFF-THE-JOB LEARNING & DEVELOPMENT METHODS

CHAPTER 7: 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 478 2 (PDF)

ISBN 978 1 78119 479 9(ePub)

ISBN 978 1 78119 480 5 (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

2L&D Methods: Formal and Informal Methods

2.1 What is a L&D Method?

2.2 The Spectrum of L&D Methods

2.3 L&D Methods and Business Strategy

Critical Reflection 1

2.4 What Does Formal Mean in the Context of Off-the-job and On-the-job Learning Methods?

Case Study 1: Du Pont’s STOP Safety Training Programme

2.5 Informal L&D Methods

3How L&D Methods Differ

3.1 Learning Modality

3.2 Learning Environment

3.3 Location of Learning and Trainer

3.4 Trainer Presence

3.5 Interactions Between Learners and Trainers

3.6 Time Demands

3.7 Cost Issues

4Advantages and Disadvantages of Formal Off-the-job L&D Methods

4.1 Didactic Formal Off-the-job L&D Methods

4.2 Experiential Formal Off-the-job L&D Methods

Case Study 2: Using Action-based Learning in Heineken to Develop Front-line Managers

Critical Reflection 2

Best Available Evidence to Inform Practice

Conclusion

Summary

Review Questions

Strategic L&D in Action

Case Study 3: Using Blended Learning Methods in Starbucks to Develop Front-line Employees

Further Reading

Bibliography

About the Authors

Other Titles in this Series

ABBREVIATIONS

BMT behaviour modelling training

CoP community of practice

HR human resource(s)

HRM human resource(s) management

IITD Irish Institute of Training and Development

KSA knowledge, skills and abilities

L&D learning and development

OD Organisational Development

OHP overhead projector slide

Q&A question and answer

SDL self-directed learning

SME subject matter expert

STOP Safety Training Observation Programme (DuPont)

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.