- Price QAR 560
- Duration 1 Day
- Locations Knowledge Village
One of the biggest challenges you will face in L&D is establishing a clear relationship between learning, the experiences that support it, the resources it needs, and the work-related, and organisational, objectives to which the learning will contribute. This course will enable you to tap into individuals’ motivation to learn; and build commitment to learning; providing a range of learning solutions that stretch and develop individuals – thus enhancing organisational effectiveness.
Run as it features here, or run in-house where the content can be tailored to suit your organisational needs; cost effective if a number of people require training.
Mr Andrew Larkin
Andrew is a trainer, facilitator, coach and consultant with a focus on leadership and engagement, management development, learning and talent development and strategic HR. With a passion for helping people and organisations to learn, develop and achieve their strategic goals, Andrew has worked closely with senior teams in many large and medium sized organisations in the public, private and third sectors. His learning & development experience includes sectors such as Health, Financial Services, Mining and Minerals, Social Care, Energy, Defence, Telecommunications, and Education.
Who is it for
Aligning Learning With Business Strategy is recommended for L&D specialists, HR and OD practitioners involved in managing organisational learning, and line managers who are responsible for integrating learning with their business needs.
By the end of the course you will be able to:
- establish the business drivers for different learning needs
- identify the relationship of learning needs to organisational requirements
- explain factors that help or hinder an individual’s ability to learn and to apply that learning to achieve organisational goals
- describe methods for integrating learning and performance
- identify ways of achieving learning within the workplace
Integration and alignment
- integrating how needs are identified
- making L&D an integral part of organisational strategy and operational processes
- managing and integrating different stakeholder views on L&D needs
- aligning L&D processes with operational processes
- managing L&D resource allocation as an integral part of achieving organisational goals
Drivers for learning needs
- where do learning needs come from?
- what are the drivers?
- what’s the relationship of different learning needs to the achievement of organisational goals?
- how might we prioritise needs?
Relationship of learning needs to organisational needs
- alignment with organisational goals and operational requirements
- constructive dialogue with stakeholders at different levels and different parts of your organisation
- integration with organisational processes
Factors that motivate or hinder learning
- individual issues
- team or group issues
- workplace issues
Integrating learning and performance
- formal v informal learning
- at work v away from work
- relationship to operational requirements
- practice and application whilst learning is fresh
- competency frameworks
- appraisal, individual performance targets
- briefing and debriefing by manager or workplace coach
- timeliness of learning
Learning solutions for an integrated approach
- range of learning opportunities
- specific methods
The CIPD — the professional body for HR and people development, is the voice of a worldwide community of 140,000 members committed to championing better work and working lives. We’ve been setting the benchmark for excellence in HR and L&D for more than 100 years and we already have more than 2,000 members operating in the Middle East.
CIPD have designed and delivered training programmes in over 50 countries worldwide and provide development programmes for over 15,000 learners a year.See all CIPD courses