The Organisational Perspective of Learning and Development

Many training, learning and development terms are used interchangeably. We define the key ones here.

These training specialists break down training process into a cycle of four stages of identifying training needs, designing the training, conducting the training, and finally evaluating its success. Their systematic approach to identifying training needs is also outlined here.

We profile the work of Chris Argyris and Donald Schön, whose work on double-loop learning continues to influence and inform the way organisational learning is dealt with.

The strengths-based approach to people development offers an alternative to the training gap model. Rather than working on people’s weaknesses, it focuses instead on people’s innate talents. Here we review the approach as discussed in Buckingham and Clifton’s book, 'Now, Discover Your Strengths'.

Jay Cross is an internationally recognised expert in organisational learning. Here we consider his views on how informal learning will change the way organisations approach their development strategies.

Lewin believed that in order for development of any kind to take place, the human psyche had to undergo a three-stage process: unfreeze, change, and refreeze. This model, elaborated further by Edgar Schein, outlines the psychological conditions necessary for development to occur successfully.

Peter Senge’s book The Fifth Discipline sets out a vision of a learning organisation, where each individual is constantly learning. We review his work here.

Kanter believes that to attract and retain their best people organisations need to provide opportunities for them to constantly develop. We consider her argument here.

The CIPD has noted a shift in human resource development in recent years from training as a top-down, isolated intervention to supporting and encouraging ongoing individual learning. Here we review the work of Martyn Sloman, who has played a key role in researching this shift.

Investors in People sets out a UK national standard for training and development, which can be used as a model for ensuring the effective development of people within your organisation.

While informal learning accounts for almost 80% of all learning in an organisation it may not always be as effective as it could be. This guide highlights some actions that can be taken by an organisation to improve the effectiveness of informal learning activities.

This article contains information on the legal aspects of learning and development. It provides a legal overview, and addresses specific legal issues associated with developing people.

An example of the possible format and content of a typical policy document.