CIPD 5LD02 – Learning and Development Design to Create Value




CIPD 5LD02 Assignment Example | Learning and Development Design to Create Value


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Task 1 – Briefing Note for the Global People Director

5LD02 assignment Example

Evaluate methods for identifying organisational learning needs and key principles.

There are different strategies for assessing organisational learning needs, and their appropriateness is determined by the current context and type of the company. Observation is a useful technique for determining organisational learning requirements. Observation is a data collection strategy that involves watching the employees behaviour, work related events, or physical characteristics in their natural setting (Lin & Sanders 2017).  When attempting to comprehend an ongoing process or situation, observation is appropriate. The ability to see people’s behaviours and interactions firsthand or to track the effects of such behaviours and nteractions is provided through observation. This approach is also appropriate when attempting to comprehend the physical surroundings of an organisation (Lin & Sanders 2017). 

By observing the natural setting of the organisation it becomes possible to determine its appropriateness in providing a conducive environment for workers. Observation is merited for allowing the assessor to make an evaluation in natural setting, which forms basis for easier comprehension of the actual state, which providees’ immense information for learning needs among workers.

Another approach that might be used in learning requirements analysis is gap analysis. Gap analysis is a method for assessing the level of competences, knowledge, or skills employees are missing. Employees are frequently unable to function at their best because of these gaps. A skill gap analysis, according to Khaskhell (2017), allows a company to identify the skills and knowledge that employees require based on their performance. Gap analysis entails reviewing of the performance by a team of experts from the HR with assistance of the line managers to identify the areas of deficiencies. Gap analysis is a useful tool when the organisation seeks to improve the skills and knowledge of the employees. For instance, in the case study, the organisation may encompass training of communication skills based on the evaluation of the line managers who identified the gap. Gap analysis is useful since it aids in clearly identifying training requirements (Khaskhell 2017). It also aids in the proper use of the technique in defining training requirements within a certain budget.

 The organisation may also decipher about the learning needs by conducting a customer feedback analysis. Customer feedback analysis comprises analysing customers’ suggestions, complaints, and compliments in order to assist businesses in increasing the level of satisfaction and lowering attrition (Khaskhell 2017). This strategy delivers a wealth of information on areas that are important to the client. Indeed, the organisation can rely on the feedback from the customers to evaluate areas to improve and perceive such as learning needs. Nonetheless, this tool needs the moderation of the feedback in order to stay within the organization’s budgetary constraints.

AC2.2 Conduct key stakeholder analysis to identify areas of need in relation to learning and development activity.

The goal of the proposed L & D project is to design a programme that will provide personnel with the essential abilities. As a result, the stakeholder refers to the individuals who will be using these two technologies in the organisation. The following are the stakeholders for this training programme:

  • Germany’s Global People Director the Company is headquartered in Germany and employs over 12, 000 people around the globe, including North America, Europe, China, and Australia. A series of meetings with employees and management in various locations may be expected of the director.
  • Germany: Global Internal Communications Manager The worldwide communication manager must grasp how to utilise the tool before passing it on to the communication department’s personnel and all of the regions.
  • Internal Communications Managers for the Americas, Western Europe, China, and Australia. The regional communication manager, like the worldwide communication manager, is responsible for enabling communication within the region.
  • Chief Information Officer (CIO) – United States: A chief information officer (CIO) is a senior executive who is in charge of a company’s information and information technology systems. It’s crucial to get training on how to utilise these tools.
  • Head of Information Technologies in the United States. The head of information in the United States is likewise a significant stakeholder since he or she may be needed to know how to use these technologies.
  • Germany’s Head of Learning and Development: The head of learning and development is responsible for developing and facilitating relevant “in-house” training sessions and programmes. The head of L&D in Germany will create and deliver the learning curriculum for this programme.

AC2.3 Convert and relevant information from the stakeholder analysis into clearly stated learning and development objectives.

The overall purpose of this training session is to develop knowledge of how to use Microsoft Team as well as Yammer to enhance organisational communication. As a result, this learning and development has the following objectives: 

  • Train information and skills on how to utilise Microsoft Team and Yammer for virtual communication.
  • To teach practical skills in using Microsoft Team and Yammer to hold virtual meetings both within and outside the organisation.
  • To assess the cost and efficacy of utilising Microsoft Team and Yammer for communication.

AC2.4 Assess how individual and team learning and development objectives align to organisational or departmental strategy

The larger organisational approach is to lower the expense of travel and hotel stays by fostering virtual communication rather than face-to-face meetings. This will cut down on the overall cost of the organisation. In point of fact, the organisation has set as a priority the reduction of the cost of communication brought about by in-person gatherings by 66 percent. Face-to-face communication for the organization comes with significant financial ramifications, including the cost of travel and hotel accommodations, among other expenses. In addition, the organization has high expectations that the utilization of these technologies would facilitate improved forms of cooperation and sharing. . On this note, the three goals are geared toward conferring the requisite knowledge regarding the use of virtual communication tool such as (Microsoft Team and Yammer) and not holding face to face meetings. As such the objectives of this program will facilitate communication and ultimately reducing the cost of communication. In other words, the three goals are aimed at instilling knowledge and skills that will ultimately reduce the cost of communication.

 Training the team on how to use the Microsoft team and Yammer will meet the individual and team needs. The training process will be based on the needs of the learners. The training program will be an interactive training process that will allow the learners to share their concerns and on what they don’t understand about the two programs. As such, individuals will ask questions about the use of Microsoft Team and Yammer and its benefits it will have on them and the organization. The objective is to ensure that users understand that these tools will allow them to work remotely as well as meet virtually. The benefit of the use of Microsoft Team and Yammer include cost reduction as users will not be required to travel for physical meetings. In addition, the users will also be trained on how to overcome the negative cultural norms that hinder use of technology in work. The training will not only focus on the technical skills but will delve also on the benefits. For instance, the employees will be trained on the flexibility that comes with the use of these tools.

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Other 5LD02 Assignment Assessment Criteria's

  • AC2.4 Assess how individual and team learning and development objectives align to organisational or departmental strategy

  • AC1.1 Explore key factors to be considered when designing learning and development activities

  • AC 1.2 Assess factors to consider when designing learning and development programmes for dispersed workforces.
  • AC1.3 Explain how inclusivity and accessibility can be built into learning and development at design stage
  • AC3.1 Assess how aspects of learning-related theory, psychology, and neuroscience influence approaches to the design of learning and development.
  • AC3.2 Discuss a range of learning and development delivery methods, and how they can be blended together to form an engaging and effective learning and development solution.
  • AC3.3 Design a learning and development solution that addresses and combines identified learning and development
    objectives:
    • Learning methods
    • Engagement techniques
    • Impact measurement activities

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References 

Ahammad, T., 2017. Personnel management to human resource management (HRM): How HRM functions. Journal of Modern Accounting and Auditing13(9), pp.412-420.

Baglieri, S. &Shapiro, A., 2017. Disability studies and the inclusive classroom: Critical practices for embracing diversity in education. NY: Routledge

Biron, M., De Cieri, H., Fulmer, I., Lin, C.H.V., Mayrhofer, W., Nyfoudi, M., Sanders, K., Shipton, H. & Sun, J.M.J., 2021. Structuring for innovative responses to human resource challenges: A skunk works approach. Human Resource Management Review31(2), p.100768.

Jones, C., Fraser, J. & Randall, S., 2018. The evaluation of a home-based pediatric nursing service: concept and design development using the Kirkpatrick model. Journal of Research in Nursing23(6), pp.492-501.

Lacerenza, C.N., Reyes, D.L., Marlow, S.L., Joseph, D.L.&  Salas, E., 2017. Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology102(12), p.1686.

Michael, A., 2019. A handbook of human resource management practice.NY: Sage

Muhajirah, M., 2020. Basic of Learning Theory:(Behaviorism, Cognitivism, Constructivism, and Humanism). International Journal of Asian Education1(1), pp.37-42.

Privitera, A.J., 2021. A scoping review of research on neuroscience training for teachers. Trends in Neuroscience and Education, p.100157.

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