Jane Stubberfield Organisational Implications of Coaching.

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Jane Stubberfield Organisational Implications of Coaching

description

“So we have to ask ourselves are we being driven seriously by identified business needs, or are we making our own interpretation of what we think the organisation needs?” Mayo, A., (2004), Creating a Learning and Development Strategy: The HR Business Partner’s Guide to Developing People, CIPD Learning and Development Strategy

Transcript of Jane Stubberfield Organisational Implications of Coaching.

Page 1: Jane Stubberfield Organisational Implications of Coaching.

Jane Stubberfield

Organisational Implications of Coaching

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By the end of this session you will be able:

Identify the factors involved in a learning and development strategy

Discuss methods for ensuring strategic alignment

Evaluate models for creating a learning and development strategy

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“So we have to ask ourselves are we being driven seriously by identified business needs, or are we making our own interpretation of what we think the organisation needs?”

Mayo, A., (2004), Creating a Learning and Development Strategy: The HR Business Partner’s Guide to Developing

People, CIPD

Learning and Development Learning and Development StrategyStrategy

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Impact of L & D on Business Impact of L & D on Business Performance ExercisePerformance Exercise

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Effective learning and development

Employee performance•Ability•Motivation•Opportunity

Organis-ational performance•Cost effective HR investment•Labour productivity•Product / service quality

Business performance outcomes

improves

drives

Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD

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How much does the learning and development strategy of an organisation align with the overall human resources strategy?

How much does the learning and development strategy of an organisation align with the overall business strategy?

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How much is the learning and development strategy aligned with the other human resources practices and policies?

When adjustments are made in one area are they also made throughout the human resources function?

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Harrison, R., (2005), Learning and Development, CIPD

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Mayo, A., (2004), Creating a Learning and Development Strategy, CIPD

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Mayo, A., (2004), Creating a Learning and Development Strategy: The HR Business Partner’s Guide to Developing People, CIPD

Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD

Harrison, R., (2005), Learning and Development, CIPD

ReferencesReferences

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This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.This resource is licensed under the terms of the Attribution-Non-Commercial-Share

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Author Jane Stubberfield

Institute University of PlymouthTitle Learning and Development Strategy

Description Creating a fully integrated learning and development strategy

Date Created 17.01.2011

Educational Level 7

Keywords UKOER, LFWOER, Learning from WOeRK, UOPCPDLM, Continuous Professional Development, CPD, Work-based Learning, WBL, Learning, development, strategy, alignment, business performance

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