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Jane Stubberfield

Organisational Implications of Coaching


By the end of this session you will be able:

Identify the factors involved in a learning and
development strategy
Discuss methods for ensuring strategic alignment
Evaluate models for creating a learning and
development strategy


So we have to ask ourselves are we being driven
seriously by identified business needs, or are we
making our own interpretation of what we think the
organisation needs?

Mayo, A., (2004), Creating a Learning and Development Strategy: The HR
Business Partners Guide to Developing People, CIPD

Learning and Development Strategy
1
In what ways does learning and
development impact on business
performance?
2
How should HRD departments be
involved in developing business
strategy?
Impact of L & D on Business
Performance Exercise
Effective
learning and
development
Employee
performance
Ability
Motivation
Opportunity
Organis-
ational
performance
Cost
effective HR
investment
Labour
productivity
Product /
service
quality
Business
performance
outcomes
improves
drives
Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD
Vertical alignment
Horizontal alignment
How much does the learning and development
strategy of an organisation align with the overall
human resources strategy?

How much does the learning and development
strategy of an organisation align with the overall
business strategy?
How much is the learning and development strategy
aligned with the other human resources practices and
policies?

When adjustments are made in one area are they also
made throughout the human resources function?
Agree on the strategy-making team
Clarify organisational mission
Explore core values
Carry out SWOT or PESTLE analysis
Agree L & D strategy and strategic plan
Harrison, R., (2005), Learning and Development, CIPD
Strategic Analysis
SWOT
Core competencies
Environmental studies
Market projections
Strategic Goal Setting
Growth
Customer satisfaction
Profitability
Market share
Chosen Routes to the Goals
Resources
Systems and processes
Capability
Partnership
Implementation
Leveraging resources
Progress measurement
Conflict resolution
Change management

Mayo, A., (2004), Creating a Learning and Development Strategy, CIPD

1
What are the advantages of having a
fully integrated learning and
development strategy?
2
What are the key factors to consider
in creating a fully integrated learning
and development strategy?
Mayo, A., (2004), Creating a Learning and Development Strategy: The HR Business
Partners Guide to Developing People, CIPD

Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD

Harrison, R., (2005), Learning and Development, CIPD


References
This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE
as part of the HEA/JISC OER release programme.
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Author Jane Stubberfield
Institute University of Plymouth
Title Learning and Development Strategy
Description Creating a fully integrated learning and development strategy
Date Created 17.01.2011
Educational Level 7
Keywords
UKOER, LFWOER, Learning from WOeRK, UOPCPDLM, Continuous
Professional Development, CPD, Work-based Learning, WBL, Learning,
development, strategy, alignment, business performance
Back page originally developed by the OER phase 1 C-Change project
University of Plymouth, 2010, some rights reserved

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