Learning and Development in Organizations
I am an HR Professional and would like to know more about the topic of Learning and Development (L&D). Does L&D come under the training department in an organization? What is the job description for an L&D coordinator? What is the scope for it in the days to come? Thanks in advance.
Regards,
Jennifer.
From India, Madras
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I am an HR Professional and would like to know more about the topic of Learning and Development (L&D). Does L&D come under the training department in an organization? What is the job description for an L&D coordinator? What is the scope for it in the days to come? Thanks in advance.
Regards,
Jennifer.
From India, Madras
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Understanding the Role of L&D in HRD
L&D or T&D both come under HRD. The L&D Department is engaged in creating learning materials/manuals on various modules, organizing desired training programs required for employees, evaluating their post-training performances, and carrying out surveys. The job description of L&D Coordinators is similar to that of T&D Coordinators. The scope is always good. It depends on how organizations want to make the best use of it.
Regards,
From India, Chennai
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294L&D or T&D both come under HRD. The L&D Department is engaged in creating learning materials/manuals on various modules, organizing desired training programs required for employees, evaluating their post-training performances, and carrying out surveys. The job description of L&D Coordinators is similar to that of T&D Coordinators. The scope is always good. It depends on how organizations want to make the best use of it.
Regards,
From India, Chennai
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Hi Jennifer,
To answer all your questions:
Yes, L&D falls into the category of Training and Development as learning, training, and personnel development are closely related.
Job Description of a Training Coordinator
A Training Coordinator, as the designation suggests, primarily coordinates all the activities of the Training Department. This includes arranging training sessions, ensuring that the training room and related equipment (projector, whiteboard, markers, audio-video aids, microphones, etc.) are in place and functioning, and coordinating various trainings among, say, a team of 5 trainers.
It also includes program development, coordination, and administration. This implies the use of sound planning, strong administration, and skills of persuasion.
- Should know how to use Microsoft Word, Excel, Access, PowerPoint, Adobe Acrobat, Eudora, and Microsoft Vision.
- Coordinate activities of instructors engaged in training employees.
- Schedule classes based on the availability of classrooms, equipment, and instructors.
- Assign instructors to conduct training of professional personnel.
Scope for the Future
As for the scope, a Training Coordinator can look at administrative capacities in the future. It holds a lot of importance as HR and Administration are the two domains wherein a Training Coordinator could grow.
Hope this helps.
Thanks.
Regards,
Avani Bhatnagar.
From India, Delhi
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To answer all your questions:
Yes, L&D falls into the category of Training and Development as learning, training, and personnel development are closely related.
Job Description of a Training Coordinator
A Training Coordinator, as the designation suggests, primarily coordinates all the activities of the Training Department. This includes arranging training sessions, ensuring that the training room and related equipment (projector, whiteboard, markers, audio-video aids, microphones, etc.) are in place and functioning, and coordinating various trainings among, say, a team of 5 trainers.
It also includes program development, coordination, and administration. This implies the use of sound planning, strong administration, and skills of persuasion.
- Should know how to use Microsoft Word, Excel, Access, PowerPoint, Adobe Acrobat, Eudora, and Microsoft Vision.
- Coordinate activities of instructors engaged in training employees.
- Schedule classes based on the availability of classrooms, equipment, and instructors.
- Assign instructors to conduct training of professional personnel.
Scope for the Future
As for the scope, a Training Coordinator can look at administrative capacities in the future. It holds a lot of importance as HR and Administration are the two domains wherein a Training Coordinator could grow.
Hope this helps.
Thanks.
Regards,
Avani Bhatnagar.
From India, Delhi
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JENNIFER
- L&D comes under the Human Resource Development in the HR department.
- I have listed the JD of learning and development here below.
- The scope for L&D is enormous, and it is up to individuals like yourself to prove it.
HERE IS SOME USEFUL RESOURCES
Regards, Leo Lingham
DEFINE LEARNING
Learning is the lifelong process of transforming information and experience into knowledge, skills, behaviors, and attitudes.
I might add to that:
• It is not dependent upon classes and courses – though these can be very useful tools for learning.
• It does not require a degree, certificate, or grade to prove its worth – though clearly these have social value that most people would be unwise to ignore.
• It does require – in varying degrees, and in varying times and circumstances – activities like practice, reflection, interaction with the environment (in the broadest sense), and social interaction. The latter, in particular, can be greatly facilitated by the range of new technologies for communication and collaboration now available to us.
• It does not always – probably not even most of the time – happen consciously – though I think that those who strive for a more conscious approach to learning throughout their lives – whether at work or otherwise – tend to be more successful in pretty much whatever way they define success.
Learning is a "change" in knowledge, behavior, attitudes, values, priorities, or creativity that can result when learners interact with information. It occurs to the extent that learners are motivated to change, and it is applied in the real world to the extent they take successful steps to integrate that learning into the real-world situation.
WHAT DOES LEARNING DO?
It helps the participants become motivated to learn. Helps the participants effectively handle course information and experience. Helps the participants develop knowledge, skills, values, and attitudes and creative ideas. Helps the participants transfer their learning to the application environment.
TRAINING AND DEVELOPMENT ARE THE TOOLS WHICH HELP TO DEVELOP THE LEARNING CAPACITY OF THE INDIVIDUAL AND THE ORGANIZATION.
It is through learning that the participants improve and develop their careers and the outcomes of the organization.
1. LEARNING broadens the participants' interests/awareness.
2. LEARNING broadens the participants' business perspectives.
3. LEARNING exposes the participants to new avenues of practices and thoughts.
4. LEARNING prepares the participants for greater responsibility.
5. LEARNING permits the participants greater interaction with internal/external channels.
6. LEARNING helps to prepare participants for promotions within the organization.
7. LEARNING helps to prepare the participants for additional responsibilities.
8. LEARNING helps to provide the participants with modern practices/techniques.
9. LEARNING helps the participants to share ideas and concepts with others.
10. LEARNING helps the participants to accept/manage new technologies.
11. LEARNING helps the participants to accept/manage new processes.
12. LEARNING helps the participants to accept/manage new culture.
13. LEARNING helps the participants to accept/manage new OD programs.
How LEARNING Benefits the Organization
• Leads to improved profitability and/or a more positive attitude towards profit orientation.
• Improves job knowledge and skills at all levels in the organization.
• Improves workforce morale.
• Helps people and organizational alignment.
• Enhances corporate image.
• Fosters authenticity, openness, and trust.
• Improves boss-subordinate relationships.
• Aids organizational development.
• Learns from the trainee.
• Helps prepare guidelines for work.
• Aids implementation of organizational policies.
• Helps predict future needs.
• Enhances decision-making and problem-solving.
• Enhances "promotion" probability.
• Aids in replicating "success" factors.
• Enhances productivity.
• Optimizes resources.
• Enhances "learning orientation."
• Improves labor-management relations.
• Enhances internal expertise/reduces dependence on consultants.
• Helps transition from Q1 to Q2.
• Helps conflict management.
• Enhances communication.
• Helps "change management."
LEARNING AND DEVELOPMENT Responsibilities
• Design and develop HR programs and initiatives that support the achievement of our overall people strategy and our organizational culture.
• Participate in the implementation of leadership and team development programs.
• Provide subject matter expertise on the development of key measurements to determine HR programs' success.
• Plan and create approaches and methods related to the delivery of employee training programs; this will include content development and facilitation of training courses.
• Collaborate with the Manager of HR Services on the implementation of HR programs.
• Develop, implement, and measure VANOC's employee engagement and provide appropriate follow-up.
• Provide subject matter expertise on change management initiatives and issues.
• Other duties may be assigned as required.
Skills
• Demonstrated ability to think both strategically and at a more operational level.
• Demonstrated group facilitation skills up to the executive level.
• Sound knowledge of the concepts, principles, practices, and techniques related to learning and development, organizational behavior, organizational culture, leadership, and team development practices and ability to translate into practical programs.
• Sound knowledge of human resource functions, practices, policies, programs, and performance technology.
• Ability to establish and maintain excellent internal and external relationships in a highly collaborative and customer service-oriented manner.
• Highly professional and positive attitude.
• Excellent communication, interpersonal, and organizational skills.
• Ability to multitask in a high-pressure, deadline-driven environment.
• Ability to work independently with minimal supervision.
• Ability to maintain strict confidentiality and use discretion, diplomacy, and tact.
• Strong computer skills including MS Word, Excel, and PowerPoint.
LEARNING AND DEVELOPMENT KRAs and KPIs
KRA 1 - Deliver relevant and targeted programs to the organization employees.
KPI 1 - EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY SATISFACTION LEVEL MINIMUM 70%.
KPI 2 - % INCREASE IN TRAINING PROGRAMS
KPI 3 - % INCREASE IN EMPLOYEE PARTICIPATION.
KRA 2 - Promote the programs/learning culture
KPI 1 - EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY SATISFACTION LEVEL MINIMUM 70%.
KPI 2 - NUMBER OF DEPARTMENTS SATISFACTION LEVEL.
KPI 3 - % INCREASE IN TYPES OF ACTIVITIES
KRA 3 - Provide lead in the provision of organization learning and development service
KPI 1 - NO. OF TRAINING DAYS % INCREASE
KPI 2 - NO. OF EMPLOYEES PARTICIPATING % INCREASE
KPI 3 - NO. OF INHOUSE PROGRAMS % INCREASE
KPI 4 - NO. OF EXTERNAL PROGRAMS ATTENDED % INCREASE.
KPI 5 - NO. OF EXTERNAL TRAINING PACKAGES BOUGHT % INCREASE.
KPI 6 - % INCREASE IN COST.
KPI 7 - % INCREASE IN RESOURCE REQUIREMENTS.
KRA 4 - Improvements in capabilities/capacities to deliver L&D.
KPI 1 - PROGRAMS IMPLEMENTED ON TIME [%]
KPI 2 - PROGRAMS IMPLEMENTED WITHIN BUDGET [%]
KPI 3 - EFFECTIVE USE OF PERFORMANCE MANAGEMENT SYSTEM FOR DEVELOPMENT [%]
################################################## ###
From India, Mumbai
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- L&D comes under the Human Resource Development in the HR department.
- I have listed the JD of learning and development here below.
- The scope for L&D is enormous, and it is up to individuals like yourself to prove it.
HERE IS SOME USEFUL RESOURCES
Regards, Leo Lingham
DEFINE LEARNING
Learning is the lifelong process of transforming information and experience into knowledge, skills, behaviors, and attitudes.
I might add to that:
• It is not dependent upon classes and courses – though these can be very useful tools for learning.
• It does not require a degree, certificate, or grade to prove its worth – though clearly these have social value that most people would be unwise to ignore.
• It does require – in varying degrees, and in varying times and circumstances – activities like practice, reflection, interaction with the environment (in the broadest sense), and social interaction. The latter, in particular, can be greatly facilitated by the range of new technologies for communication and collaboration now available to us.
• It does not always – probably not even most of the time – happen consciously – though I think that those who strive for a more conscious approach to learning throughout their lives – whether at work or otherwise – tend to be more successful in pretty much whatever way they define success.
Learning is a "change" in knowledge, behavior, attitudes, values, priorities, or creativity that can result when learners interact with information. It occurs to the extent that learners are motivated to change, and it is applied in the real world to the extent they take successful steps to integrate that learning into the real-world situation.
WHAT DOES LEARNING DO?
It helps the participants become motivated to learn. Helps the participants effectively handle course information and experience. Helps the participants develop knowledge, skills, values, and attitudes and creative ideas. Helps the participants transfer their learning to the application environment.
TRAINING AND DEVELOPMENT ARE THE TOOLS WHICH HELP TO DEVELOP THE LEARNING CAPACITY OF THE INDIVIDUAL AND THE ORGANIZATION.
It is through learning that the participants improve and develop their careers and the outcomes of the organization.
1. LEARNING broadens the participants' interests/awareness.
2. LEARNING broadens the participants' business perspectives.
3. LEARNING exposes the participants to new avenues of practices and thoughts.
4. LEARNING prepares the participants for greater responsibility.
5. LEARNING permits the participants greater interaction with internal/external channels.
6. LEARNING helps to prepare participants for promotions within the organization.
7. LEARNING helps to prepare the participants for additional responsibilities.
8. LEARNING helps to provide the participants with modern practices/techniques.
9. LEARNING helps the participants to share ideas and concepts with others.
10. LEARNING helps the participants to accept/manage new technologies.
11. LEARNING helps the participants to accept/manage new processes.
12. LEARNING helps the participants to accept/manage new culture.
13. LEARNING helps the participants to accept/manage new OD programs.
How LEARNING Benefits the Organization
• Leads to improved profitability and/or a more positive attitude towards profit orientation.
• Improves job knowledge and skills at all levels in the organization.
• Improves workforce morale.
• Helps people and organizational alignment.
• Enhances corporate image.
• Fosters authenticity, openness, and trust.
• Improves boss-subordinate relationships.
• Aids organizational development.
• Learns from the trainee.
• Helps prepare guidelines for work.
• Aids implementation of organizational policies.
• Helps predict future needs.
• Enhances decision-making and problem-solving.
• Enhances "promotion" probability.
• Aids in replicating "success" factors.
• Enhances productivity.
• Optimizes resources.
• Enhances "learning orientation."
• Improves labor-management relations.
• Enhances internal expertise/reduces dependence on consultants.
• Helps transition from Q1 to Q2.
• Helps conflict management.
• Enhances communication.
• Helps "change management."
LEARNING AND DEVELOPMENT Responsibilities
• Design and develop HR programs and initiatives that support the achievement of our overall people strategy and our organizational culture.
• Participate in the implementation of leadership and team development programs.
• Provide subject matter expertise on the development of key measurements to determine HR programs' success.
• Plan and create approaches and methods related to the delivery of employee training programs; this will include content development and facilitation of training courses.
• Collaborate with the Manager of HR Services on the implementation of HR programs.
• Develop, implement, and measure VANOC's employee engagement and provide appropriate follow-up.
• Provide subject matter expertise on change management initiatives and issues.
• Other duties may be assigned as required.
Skills
• Demonstrated ability to think both strategically and at a more operational level.
• Demonstrated group facilitation skills up to the executive level.
• Sound knowledge of the concepts, principles, practices, and techniques related to learning and development, organizational behavior, organizational culture, leadership, and team development practices and ability to translate into practical programs.
• Sound knowledge of human resource functions, practices, policies, programs, and performance technology.
• Ability to establish and maintain excellent internal and external relationships in a highly collaborative and customer service-oriented manner.
• Highly professional and positive attitude.
• Excellent communication, interpersonal, and organizational skills.
• Ability to multitask in a high-pressure, deadline-driven environment.
• Ability to work independently with minimal supervision.
• Ability to maintain strict confidentiality and use discretion, diplomacy, and tact.
• Strong computer skills including MS Word, Excel, and PowerPoint.
LEARNING AND DEVELOPMENT KRAs and KPIs
KRA 1 - Deliver relevant and targeted programs to the organization employees.
KPI 1 - EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY SATISFACTION LEVEL MINIMUM 70%.
KPI 2 - % INCREASE IN TRAINING PROGRAMS
KPI 3 - % INCREASE IN EMPLOYEE PARTICIPATION.
KRA 2 - Promote the programs/learning culture
KPI 1 - EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY SATISFACTION LEVEL MINIMUM 70%.
KPI 2 - NUMBER OF DEPARTMENTS SATISFACTION LEVEL.
KPI 3 - % INCREASE IN TYPES OF ACTIVITIES
KRA 3 - Provide lead in the provision of organization learning and development service
KPI 1 - NO. OF TRAINING DAYS % INCREASE
KPI 2 - NO. OF EMPLOYEES PARTICIPATING % INCREASE
KPI 3 - NO. OF INHOUSE PROGRAMS % INCREASE
KPI 4 - NO. OF EXTERNAL PROGRAMS ATTENDED % INCREASE.
KPI 5 - NO. OF EXTERNAL TRAINING PACKAGES BOUGHT % INCREASE.
KPI 6 - % INCREASE IN COST.
KPI 7 - % INCREASE IN RESOURCE REQUIREMENTS.
KRA 4 - Improvements in capabilities/capacities to deliver L&D.
KPI 1 - PROGRAMS IMPLEMENTED ON TIME [%]
KPI 2 - PROGRAMS IMPLEMENTED WITHIN BUDGET [%]
KPI 3 - EFFECTIVE USE OF PERFORMANCE MANAGEMENT SYSTEM FOR DEVELOPMENT [%]
################################################## ###
From India, Mumbai
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Training and Development.doc
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