Organizational Learning And Development ( L & D )

Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.

Broadhurst, J. (2012). Employee development is a great business opportunity. Human Resource Management International Digest, 20(6), 27-30. doi:http://dx.doi.org/10.1108/09670731211260861

A learning and development function provides employees with the opportunities to gain and enhance their skills and knowledge to enable them to perform in their jobs effectively. In addition to providing training for new or inexperienced employees, organisations often provide training programmes for

Many companies are very keen and ready to clinch Work Base Learning in an organization, not mainly because it provide you with lifelong learning, but also it is an important ingredient of what Senge (1990) has termed as the ‘learning organization’. A learning organization is a place in which the learning and flair of persons is backed and promoted so that the organization itself be able to form its future and it also very important to gain competitive advantage.

Bond is the network for over 290 UK-based non-governmental organizations working in the international development and development education. The organization stresses the barriers to organizational learning as due to bias for action, failure to hold discussions, and lack of commitment. On the other hand, organizations may fail to grow due to political issues and these are most common in the United States. The writer then gives the solutions to these barriers, which among them are; changing the ways of thinking, transfer of

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

Learning at an organization is more of a self-conducted activity, and is a continuous process that lasts the entire cycle of the organization and the tenure of the employee. Nevertheless, each organization must effectively employ certain training and development activities for new as well as seasoned employees in order to accomplish different objectives:-

I believe that an organization's best competitive advantage is their people, and Human Resources Development (HRD) and employee participation is critical component of an organization's Strategic Human Resource Management. A culture that supports learning can make a world of difference, especially if senior managers and employees are committed to HRD. There are key issues that make training and learning more effective such as

Organizational learning promotes: adaptability, participation and information openness. Consequently, not only employee performance will be enhanced, but also the increase of organizations effectiveness and efficiency.

     In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning.

In today’s corporate world, there is a learning evolution around employee development in every organization large or small. It is the decision of the organization to transform from traditional to developmental organizations. In my own definition, employee development is encouraging employees to increase knowledge, obtain or acquire new skills and apply new ideas to that of the organization itself and its cultural. Within the book “Beyond The Learning Organization” , There are three type of evolution learning; Traditional, Learning and Developmental. It is how the organization will decide to incorporate development into their own blueprint. Organizations evolve in many different ways based on the core development of its own values and behaviors within the organization using all three evolutions of learning.

In the current dynamic global market, corporations are tasked with meeting the challenges of staying competitive, relevant and profitable. As the demands of innovations begin to move at a quicker pace, many corporations find themselves looking for answers to address the needs of the business with regards to overall profitability. Companies have turned to learning and development, or as many scholars have called it Organizational learning to address performance management. Teaching the corporation new concepts and ideas are not always an easy task and is often fraught with issues. It is important to note that the workers or non-management employees in a corporation play a significant role in its success. The manner in which learning and development are approached with employees must be considered if a corporation is to successfully implement Organizational learning strategies. In many cases, non-management employees in any corporation accounts for the largest sector within the corporation. Therefore, paying keen attention to this sector of the population will make a difference in the outcomes of the learning programs that will certainly affect the performance of a corporation. This essay will explore the different facets that a corporation must consider effectively moving towards learning and development with regards to non- management employees that will positively impact long turn organizational learning which will ultimately affect the overall performance health of a

Human Resource Development (HRD) is the process of providing training and learning, for both career and organisational development, to improve overall effectiveness (Noe and Winkler, 2012). Business today is achieved in a highly networked world, where employees are a vital asset (Balakrishnan & Srividhya, 2007). HRD is concerned with the development of human capital for the benefit of both the employees and the organisation (Balakrishnan & Srividhya, 2007). It is inevitable that different levels or stakeholders within an organisation will hold differing perceptions on HRD due to the ever-changing nature and the multi-level outcomes (Garavan et. al, 2007). There are three broad groups of stakeholders of HRD in an organisation, these are: employees, line managers and the organisation or senior management. Human resource development can provide a number of benefits to each of these levels if implemented effectively. The benefits of HRD are best achieved within a learning culture (O’Donnel, McGuire & Cross, 2006). In order to create a learning culture all three groups identified must have positive perceptions of human resource development. HRD must be seen to be providing benefits to each three of these groups in order to gain their support. If one of these groups does not perceive learning and development programs to be beneficial or necessary then they are likely to be resistant and the true potential or benefits will not be gained (Garavan, 2007). Therefore the perceptions of

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).

If we refer to organizations and learning we must also mention what Reg Revans called Active Learning, a method used for personal training, training specialists and organizational learning. Grouped in small teams (named active learning groups) people approach important and learn from achievements in order to change things. Active learning includes four elements: the person itself, the active learning group, the respective problems and the measures taken in order to solve the problems which allow learning. The set of values that organizations work with and which constitutes the subject of learning is a complex one and has determined theoreticians to establish conceptual hierarchies of knowledge. The model of the five levels 15 that we present below reflects the progressive accumulation of the value of the data as they turn into competencies (see figure 1). Therefore, it is obvious that the data are a priori than isolated elements. When elements are placed into context and combined within a structure, the information acquires higher values. The information acquires new meanings by interpretations and assimilations, thus turning into knowledge. On this level, information is placed inside a mental structure and can be consciously used, for