Aligning Training with Organizational Development

Introduction

Aligning Learning with Organizational Development is a complex and never-ending chore. When aligning learning to strategy and developing an organizational approach and plan for learning, there are a number of questions to be asked:

• Why is learning important in our organization?
• What is the organizational commitment to learning?
• How is our learning opportunities aligned to our organizational objectives?
• What learning opportunities do we offer?
• How are these opportunities accessed and by whom?
• How do we evaluate and update our learning offerings? 

Your organization’s success depends on the organizational commitment to development. However, many developmental interventions do not have the desired impact. Development offerings must be continually evaluated to determine alignment and relevance to the current business climate in which you operate in. Organizational strategies change, the speed at which organizations can adapt their strategies (and workforce) to new conditions predicts their strength and opportunities the organization can expect to leverage in the future. Learning and Development Executives, Managers, and Consultants need to ensure that their offerings are well aligned with their organization's strategic goals.

Objectives

• Identifying the need for learning and understanding its impact on organizational development
• Understanding the value of well-defined learning interventions that are aligned to your organizational strategic goals
• Enhancing the value of your training department to your organization
• Getting the most out of your learning and development strategy and ensuring learning practices are productive
• Providing you with the correct tools that will enable you to effectively conduct a strategic skills audit to identify learning needs
• Making certain that your learning needs is in accordance with your organizational needs
• Monitoring all training interventions correctly to ensure the effectiveness of your training
• Achieving greater employee performance through developing competencies that are required to
• Perform in a specific job

Training Methodology

Who Should Attend?

• Training Managers
• Organizational Development Managers
• HR Managers
• HR Consultants and Practitioners
• Human Capital Development Managers
• Heads of Human Resources

Course Outline

Aligning Learning with Organizational Goals

• Understanding the differences between learning and training
• Identifying components of a learning organization
• Understanding the strategic imperative for learning and viewing it as a business strategy
• Using – learning as a retention tool by aligning it with the goals of your organization
• Matching learning requirements with the aspiration of your employees and the needs of your organization

Organizational Learning and Competency Development

• Evaluating the core competencies that your organization possesses
• Understanding Organizational Learning to value competency development
• Ensuring that your training strategy clearly reflects competency development is needed to ensure that your firm remains competitive
• Identifying which core competencies are needed to perform in the specific job
• Building on individual competencies to enhance employee performance

Conducting a Strategic Skills Audit and Learning needs analysis to determine learning needs

• Investigating the importance of conducting a skills audit
• Utilizing skills audits to their full potential
• Matching skills gaps and learning opportunities
• Knowing the organizational value that audits have
• Implementing an audit within your own organization

Converting the Learning Needs of your Organization into Learning Outcomes for Each Applicable Job in the Organization

• Determining the major development areas of your organization
• Identifying learning outcomes for employees
• Relating learning outcomes to individual employees

Develop Measurements to Determine the Training Impact on the Business

• Identifying unproductive learning practices
• The role of management and leadership
• Personal development plan structure
• Contracting with employees
• Relating personal development plans to business needs and targets
• Compiling a workplace skills plan for the SETA

Measurements to Determine the Training Impact on the Business

• Developing Measurement s for:
  • Employees
  • Organization

Monitoring the Training and its Impact

• Selecting training service providers
• Contracting with training service providers
• Monitoring training service providers
• Calculating your BEE points for internal training