LEARNING AND DEVELOPMENT STRATEGIES FOR A HIGH PERFORMING ORGANISATION

TRAINING OVERVIEW

In today's rapidly evolving business landscape, the success of an organization hinges not only on its products or services but also on the continuous growth and development of its workforce. The course "Learning and Development Strategies for a High Performing Organization" delves into the intricacies of nurturing a culture of learning and development within the organizational framework. Over the span of ten comprehensive sessions, participants will explore the essential strategies and methodologies required to cultivate a workforce that thrives in a dynamic environment. From understanding the principles of adult learning to implementing effective training programs, this course equips professionals with the knowledge and tools necessary to foster a culture of continuous improvement and achieve organizational excellence. Through interactive sessions and real-world case studies, participants will gain insights into crafting learning strategies tailored to organizational goals, thereby paving the way for sustained growth and success.

TRAINING TOPICS

• The future strategic importance of training and education
• Understanding the three generations and future development needs
• Development and succession planning – use of digital footprints
• Automating and prioritising training needs analysis (TNA) and evaluation to enable better training and see the financial return on investment
• The changing world of training; techniques for immediate improvement

By the end of this training course, delegates will be able to

• Radically re-think how development needs to change to maximise abilities for new generation
• Examine and design development and linked training specifically for those who are talented
• See what immediate improvement can be made to enhance existing procedures
• Examine new tools, systems and branded materials that will make a real improvement
• Find out how to track, measure and show the financial value of all training and development

TRAINING IS TAILORED TO

• Training managers
• Talent managers
• Training administrators
• HR professionals
• Succession planners
• Workforce planners
• Nationalisation recruiters and developers

TRAINING METHODOLOGY

An interactive training methodology is designed to actively engage participants in the learning process, fostering deeper understanding and retention of concepts. Through a combination of dynamic activities, group discussions, and hands-on exercises, participants are encouraged to apply theoretical knowledge to real-world scenarios, enhancing their problem-solving skills and critical thinking abilities. Interactive elements such as role-playing, simulations, and case studies provide opportunities for active participation and collaboration, allowing participants to learn from both instructors and peers. Feedback mechanisms are integrated throughout the training to facilitate continuous improvement and address individual learning needs. By immersing participants in an interactive learning environment, this methodology promotes active engagement, knowledge retention, and practical skill development, ultimately leading to more effective learning outcomes.

DAY ONE:

THE FUTURE STRATEGIC IMPORTANCE OF TRAINING AND EDUCATION

• Why a strategic approach is now required
• The challenge for training and education before and after 2020
• Three strategic maps that will help you reshape and focus training and development
• Understanding the change that artificial intelligence will make on all training and development activities
• Planning required for the next two years

DAY TWO:

UNDERSTANDING THE THREE GENERATIONS AND FUTURE DEVELOPMENT NEEDS

• Getting the best from adults – a new approach
• Generation X - old but of significant value to a stable organisation
• Training and development needed for generation Y and whom they are best trained with X, Y, or Z?
• Generation Z, also referred to as iGen – DVD and discussion (are they going to be a problem?)
• Locking employees into the organization, new strategies and methodologies

DAY THREE:

DEVELOPMENT AND SUCCESSION PLANNING – USE OF DIGITAL FOOTPRINTS

• What are digital footprints and do you have one?
• What do digital footprints tell us?
• DVD – How digital footprints are gathered and used
• Using digital information for better development programs for Nationals and the talent stream new and existing
• How digital information can help dramatically with improving succession planning

DAY FOUR:

AUTOMATING AND PRIORITISING TRAINING NEEDS ANALYSIS (TNA) AND EVALUATION TO ENABLE BETTER TRAINING AND SEE THE FINANCIAL RETURN ON INVESTMENT

• Current approaches to TNA Group exercise
• Changes that will fully automate TNA for competency-based training
• Evaluation, the past present and the immediate future
• How to fully explore financial evaluation –group exercises
• Locking TNA and evaluation into an automated process

DAY FIVE:

THE CHANGING WORLD OF TRAINING; TECHNIQUES FOR IMMEDIATE IMPROVEMENT

• Understanding performance-based training - Group exercise
• Ways to motivate trainees and to develop employees in a changing environment
• Integrating digital media
• A look into the learning and development for tomorrow – demonstration
• Use of branded materials and software for individual and group develo