Learning And Development Practice In The Workplace

Learning and Development Practice in the Workplace is the ideal textbook for anyone studying CIPD L&D qualifications and apprenticeships at Level 3 or Level 5, as well as for practitioners new to an L&D role. This book covers what is required of an L&D professional and how to meet and exceed these expectations, how to align L&D activity with organisational strategy and, crucially, how to identify learning needs and design effective L&D practice. This new edition of Learning and Development Practice in the Workplace has been fully updated, reflecting the new CIPD Profession Map, and now has dedicated chapters on the different approaches to learning delivery, including face-to-face training and facilitation, technology-based learning, coaching, mentoring and social and collaborative learning. There is also expert guidance on learner engagement including insights from neuroscience and psychology, as well as advice on evaluating the impact of L&D. With case studies, activities and examples throughout, this new edition is an indispensable guide for students and new practitioners alike. Online supporting resources include lecture slides, annotated web links and self-test questions.

Professional Practice in Learning and Development guides learning and development professionals and students in designing and delivering effective people development in the modern organization. It is a core text for those studying for learning and development qualifications such as the Chartered Institute of Personnel and Development Intermediate level, and a useful handbook for those in learning and development roles looking to develop their understanding of the latest developments facing the profession. With a particular focus on digital, blended and social learning it will help you deliver more for less. Starting with an introduction to learning and development, it shows how to make the business case for activities, use metrics to demonstrate the value add, and engage the right stakeholders. Drawing on the latest research, Professional Practice in Learning and Development highlights the new opportunities made available to the learning and development practitioner by technology, new media and the networked world in which we live. It looks at approaches to helping people learn and how to develop tailored solutions. Case studies and reflective questions develop skills in facilitating collaborative learning, working in teams, and communicating effectively with all stakeholders. This book also equips you to measure and communicate the value of the programmes and, drawing on insights from neuroscience, demonstrates some practical new tools for engaging learners to improve the effectiveness of their work. Online supporting resources include multiple-choice questions and answers for each chapter.

For a company to compete effectively in today's business environment, its employees need to be adaptive and agile so they can develop the required skills and knowledge. To achieve this, L&D professionals must create a culture of workplace learning that encourages employees to constantly develop. This means moving away from the traditional approach of simply offering a catalogue of courses to embedding learning in every part of the company. Workplace Learning is a practical guide to all aspects of developing a culture of continuous workplace learning, from how to introduce and implement this culture to how to develop it. Showing that learning is not finite and is instead something that all employees should be doing continuously throughout their careers, Workplace Learning covers how to identify key areas to focus the most effort on, measure success and determine next steps. It also outlines how to use technology to support workplace learning from MOOCs through to apps such as Knewton and Degreed. Packed with case studies from organizations who have effectively established outstanding workplace learning including Microsoft, PriceWaterhouseCoopers (PwC), HT2 and The Happy Company, this is essential reading for L&D professionals looking to make a real difference to the development of their staff and the future success of their organizations.

Developing Practice Capability: Transforming Workplace Learning explores a Crucible Model for Professional Development as a means for better understanding workplace learning as a place for capability development.

Learning and development is essential to organizational success. Training courses were traditionally used as the key method of teaching, but increasingly the focus is shifting to individuals and managers adopting a more flexible approach to learning. Organizations are being held responsible for maximizing the skills, knowledge and behaviours available to them, ensuring that employees are not solely learning new skills, but are using their existing skills to maximum effect. Workplace Learning and Development guides managers and employees through the concept of workplace learning. It identifies the variety of flexible learning strategies and methods, explains how to select the right method for a specific situation, and illustrates how these methods can add value to overall performance. Real-life examples of workplace learning are included to allow readers to gain insight into how it works and more importantly, how they could use it to address their specific needs.

Learning in the workplace has come of age with the publication of this book. It shows the way for a new level of sophistication in the ways learning and work are treated. And it opens new territory for exploration in the world of learning throughout life. David Boud, University of Technology, Sydney Stephen Billett provides a comprehensive and practical model, well-grounded in theory and research, to guide learning in the workplace. This is a 'must read' for those in vocational education and training. Victoria Marsick, Columbia University Learning does not stop when you leave school or tertiary studies, but continues throughout life. The workplace is now seen as an important learning environment, and businesses and government units are encouraged to become 'learning organisations'. This is all very well in theory, but how does learning actually occur in the workplace? Drawing on research of a wide variety of workplaces in different countries, Stephen Billett analyses the strengths and limitations of 'on-the-job' learning. He outlines what knowledge individuals need and how they can best acquire this knowledge in workplace settings. He shows how to develop a workplace curriculum, and how it can be implemented in organisations of different sizes. Learning in the Workplace offers a comprehensive pedagogy for the workplace. It is a valuable reference for human resource practitioners and students in courses on professional development and adult and vocational learning.

The present book collects, integrates, and discusses the range of perspectives and discourses on agency at work. In addition, the book compiles the empirical research that has been generated by various perspectives. The chapters deal with the relationship between (a) agency at work, and (b) professional learning and development. They encompass a wide variety of working life domains and/or contexts, and are based on a broad range of epistemological and theoretical standpoints. This volume is not only thought to bring together current research, but also to foster the contemporary discourse on workplace agency a few steps further. Although the book strongly focuses on research originating in the field of workplace learning, its contents may be of interest to researchers from other scientific domains, such as socio-cognitive and development psychology, organisational behaviour, leadership, economics, life-course research, and philosophy.

As the topic of age diversity in the workplace becomes increasingly important, this book is the first to show how organizations can provide learning and development opportunities and activities for a mixed generational workforce, and how to deal with the issues arising from such a strategy. Going beyond the theory, the book uncovers how learning and development for a multigenerational workforce works in practice and provides case studies throughout. Key themes include: • how organizations can determine the learning and development needs of a multigenerational workforce, and the psychology of learning for different groups; • how a strategy for learning and development for a mixed generation workforce can be established and delivered; • the resource implications of this provision and how organisations dealing with them to ensure flexibility; and • how the outcomes and impact of such provision can be measured. With both research-based and practical content, the book is suitable for both Master’s level programmes in HRM and HRD, and for learning and development professionals.