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Development
• Harnessing and sharing the knowledge of workers is also critical to the long-
1) the sharing of knowledge within the organization to identify best practices and
find synergies among operating departments and business units
• No programs are developed and implemented unless they produce results that are identified as critical to
• There should be explicit alignment between programs, learning objectives, and business objectives.
Positive cost/benefit ratio
• Training today is not only strategically linked, but is also subject to the same measurements as every other
business activity.
• It must show a return on the investment, either in the long term or the short term.
• Best companies now realize that many training and development initiatives take years to fully achieve their
goals.
Supported by key strategies, systems, structures, policies, and practices:
• Organizations that receive a true return on their learning investments ensure that learning is aligned with and
directly supported by key areas such as organizational structures, lines of authority, decision making, values,
planning, budgeting, career development, information sharing, compensation, performance management, rewards
and recognition, staffing, recruiting, and succession planning.
• These direct links help to both set boundaries and reinforce desired results.
• Training strategies are aimed at knowledge retention and transfer to the workplace, enabling employees to be
more effective and to acquire more skills
Work-related training
• Knowledge and skills that are acquired through training and development programs must be
relevant and useful, to both the organization and the individual's work requirements.
• Employees can only participate in programs that will add value to their current and future work
effectiveness and will contribute to organizational success.
Learning by doing
• training employees by making them perform "real" tasks and projects in a training environment
and on-the-job in important . Rather than teaching theory and expecting employees to apply it to
their own work.
Transferability of knowledge and skills back to the job
• most important elements of best practice training and development is that it is easily transferred
back to the workplace.
• It is achieved through the timing of the training, the quality of the content, and the quality and
appropriateness of the delivery method.
• the maintenance of the new skill or knowledge once training has been completed is crucial
Linked to other people-related programs and departments
• Best organisations do not train their employees in a vacuum.
• In many instances, training is now conducted by line managers, who also perform evaluations, set
performance objectives, and draft compensation and promotion systems for the same employees
Continuous learning process
• To drive lasting change in behaviors and habits, best companies ensure
that learning occurs before, during, and after scheduled learning events.
• The process of doing, reflecting, learning, and doing again never ceases.
Required Principles and Best Practices
Best practice requires that there be:
• Regular learning needs assessment
• Broad range of learning opportunities, both formal and informal;
formal offerings in a choice of formats,
designed to meet identified needs,
in modules structured to cover topics from introductory through advanced.
• Organizational commitment and leadership from staff development
• Continuing Education (CE) activities design that includes learning objectives
aligned with identified needs;
follows principles of instructional design and learning theory; selects course instructors
on the basis of both subject knowledge and teaching ability;
attends to transfer of training and feedback;
• Consistent documentation of individuals' participation in learning and
recognition of continuing learning in hiring and promotion decisions;
Evaluation of continuing education and staff development offerings and
programs;
the main objectives of evaluations are to improve decision-making, resource allocation and
accountability.
A evaluations must be part of a wider performance management framework.
The key value of evaluation is that it allows for in-depth study of performance and
independent assessment of effectiveness of other performance management instruments.
Evaluation encourages innovation and adaptation to a changing environment and this helps
an organisation to stay relevant, continues to learn from feedback about results.
Research that assesses the state of Continuing Professional Development
(CPD)
examines the efficacy and outcomes of continuing education and staff
development programs
Best practice calls for regular, performance-related learning needs
assessment
that involves individual employees and management, in concert with organizational goals
and objectives..
Best practice requires that those responsible for providing CE programs or
in-service training and development create and/or make available a wide range of
activities and products designed to meet identified learning needs.
Best practice requires administrative commitment; formal policies
that spell out what is expected of both staff and the organization in regard to staff development
coordinators who have the support of the administration and the expertise to plan and implement
programs.
Best practice requires that formal CE offerings be presented by experts
in the topic who are also good instructors. Systems of Continuing Professional Development
(CPD) should provide train-the-trainer opportunities.
Employers should strive to create a supportive environment in which staff is encouraged to apply what
they have learned.
Employers should take employees’ efforts to develop skills and knowledge into account when making
personnel decisions.
Best practice requires that an adequate percentage of an institution’s personnel budget be allocated to staff
development.
Best practice requires that employers give staff paid time off to attend conferences and workshops relevant
to their jobs, and also allow for part of their work time to be spent on learning.
Best practice requires that CE providers gather feedback from their learners not only at the conclusion of
CE events,
but also conduct at least periodic follow-up evaluations to determine what effect the CE has had on practice.
The results of evaluation should be used to improve future CE offerings and should also be factored into needs
assessments.
Best practice requires that there be regular benchmarking studies of best practices in staff development,
matched with quality assessment of the participating institutions.
Such studies should advance understanding of and implementation of effective CPD and would justify
resources expended on it.
The conduct of such studies must have cooperation and support from a cross-section of international
institutions, and the results have to be broadly shared.
“We must become the change we want to see.”
Ghandi
Thank you