Training and Development Unit 8 Journal

You have been asked to make a short speech to the executive team on how this course could help shape training and development program for leadership and career planning. Be sure to consider major training-related theories. Reflect on the course and thoroughly explain your rationale.

Journal post to be a minimum of 500 words and at least one supporting reference. Journal posts should include a full coversheet, including your name, and double-space all submissions.

UNIT VIII STUDY GUIDE
Performance Management
and Learning
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Formulate different approaches to training.
2. Describe major training-related theories.
3. Outline elements of effective sharing of knowledge among employees.
4. Evaluate the application of different delivery systems.
5. Synthesize cultural influences on learning and development in an organization.
6. Evaluate resources used with career development programs.
8. Analyze the role of training and development in organizations.
8.1 Explain how organizations can enhance performance through learning and development
activities.
Required Unit Resources
In order to access the following resources, click the links below.
Deschamps, C., & Mattijs, J. (2018). How organizational learning is supported by performance management
systems: Evidence from a longitudinal case study. Public Performance & Management Review, 41(3),
469–496.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct
=true&db=bsu&AN=133199714&site=ehost-live&scope=site
Seven Dimensions (Producer). (2015). Performance management (Segment 8 of 14) [Video]. In HR Strategy
and Management. Films on Demand.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPla
ylists.aspx?wID=273866&xtid=93357&loid=374095
Unit Lesson
Introduction
As we learned early in this course, many organizations are making a strategic shift to becoming learning
organizations. Learning organizations can address many issues quickly due to their nature of adaptability,
flexibility, and nimbleness. When mistakes are made, they are able to quickly learn from those mistakes and
apply what they have learned as they continue forward in achieving their objectives. A part of a learning
organization is its training and development function, which is often tied to performance management. Now
more than ever, we are seeing a big shift in the workforce in which Baby Boomers are retiring and being
replaced by millennials who bring with them a whole different set of developmental needs. Additionally, there
are increasing numbers of virtual employees across the globe who have various views on how to measure
performance effectively (Kim, 2017).
HRM 6303, Training and Development
The Intersection of Learning and Performance Management
UNIT x STUDY GUIDE
Title
According to the Society for Human Resource Management (n.d.). performance management is the process of
improving or maintaining an employee’s job performance over time. Learning plays an important role in
performance management. A global human capital trends report by Deloitte (2016) showed that 84% of
executives see learning as a vital aspect to their strategic growth. However, only 37% of the organizations
believe that their current learning programs are effective (Deloitte, 2016). Herein, we see that there is a
disconnect between learning and performance management. Some organizations do this well because of
learning opportunities presented in the face of developmental deficiencies. On the other hand, some
organizations separate learning and performance management and keep them in their own silos. Hence, these
organizations lose the effectiveness that learning and development could have on the performance of their
employee workforce.
Often, performance management involves the use of performance assessment tools. Once a skill gap is
identified by the employee’s supervisor or manager, the information is provided to human resources (HR). HR
professionals can conduct a gap analysis and then give consultation on the appropriate intervention strategies
(i.e., learning and development tools), such as training, coaching, feedback, and or improved communication
between the employee and the supervisor/manager.
Conducting a gap analysis can aid in strategic development of an organization.
(Vaeenma, n.d.)
All of the activities among the employee, the manager, and HR as well as the learning development activities
taking place need to be tracked in some manner. This is done through a learning management system (LMS).
An LMS is an electronic system that holds suggested curriculum and course content. An LMS may also have
certification paths for those needing certification in a given area. The LMS has the ability to manage and track
employee registration and completion and many other employee development activities such as career and
skills development. This gives both management and HR oversight of the learning opportunities in which the
employee has been engaged.
Perceptions of Performance Management
Performance management may often be viewed as a negative among many organizations that may find the
process very time-consuming. However, research done by SHRM (n.d.) suggests that the achievement of
goals is motivational and aids in the enhancement of performance among employees. If done correctly,
performance management can help drive employee engagement. In return, employee engagement can boost
individual performance and productivity, which drive business results and the attainment of organizational
goals. Additionally, performance management can provide more information to the organization about its
HRM 6303, Training and Development
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strengths and weaknesses in order to identify gaps in capabilities. Strategy and
learning
plansGUIDE
can be put in
UNIT
x STUDY
place to bridge the identified gaps.
Title
Organizations can realize the effectiveness of performance management by utilizing the steps listed below.
•
•
•
•
Organizations must gain the support of senior leaders for the performance management process.
Managers who support the performance management process must fully accept its value to the
organization and understand how to implement it.
An education program should be put in place for employees in regard to the performance management
process and how to get the most value from it.
Improvements are regularly made to the performance management process to ensure its continual
alignment with the strategy and culture of the organization.
The Alignment of Performance Management Goals to Organizational Values
Performance management goals should mirror the values that the organization has defined and communicated
with its employees (SHRM, n.d.). Organizations can call attention to specific values in performance goals. For
example, acting in a way that shows commitment to customer service could be exhibited by some employees
and made as an example to others throughout the organization. Individual performance goals are also a way to
show employees how their individual efforts align with the organization’s strategy. If skill gaps are identified
(e.g., employees who do not exhibit the values and goals of the organization), then the proper learning and
development activities can be employed to bridge the gap. The alignment of performance management to
organizational values ensures that the organization will have employees who exhibit behaviors that the
organization believes are necessary for success.
Components of the performance management process.
(Adrian, n.d.).
Enhancing Performance Management with Learning
As discussed, the blending of performance management and learning gives organizations an opportunity to
identify better ways to develop talent. This convergence of performance and learning allows organizations to
recognize gaps in organizational capabilities and enhances the organization’s ability to meet strategic goals.
Below are common methods used by organizations to enhance performance through learning and
development activities.
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•
•
•
•
•
UNIT x (2011),
STUDY IDPs
GUIDE
Create effective IDPS: If you recall from an earlier unit, according to Mooney
give
information on the employee’s learning outcomes and intentions alongTitle
with the support necessary to
meet the employee’s goals. The IDP aligns directly with the goals of the organization and, therefore, is
aligned with its overall strategy. Employees should have discussions on how their roles can be
developed to be more challenging as well as how to acquire new skills or sharpen their current skills to
carry out new and/or challenging tasks. Employees will certainly be engaged when they see that their
performance is tied to merit increases due to meeting organizational objectives and goals.
Increase the visibility of learning opportunities: The organization’s LMS is a great way to increase the
visibility of learning opportunities across the organization. For many organizations, it can be a
challenge to get employees to log in to their LMS and explore professional development opportunities
that could enhance their performance. However, some organizations have tied mandatory processes
to salary increases that may require employees to regularly log-in to the LMS to gain the appropriate
skills needed. A policy such as this will increase the usage rate of the LMS, as highly motivated
employees will target competency gaps found in the IDP and will spend time developing career plans
based on the developmental opportunities available in the LMS.
Align training initiatives to organizational needs: Often, for many organizations during a recession, the
learning and development budget is the first line item to be slashed. A training group can change this
by presenting to leadership how training and development initiatives directly impact the organizational
strategy. This becomes much easier to do if learning and development is already integrated into the
organization’s performance management process. Talent development professionals are able to see
which programs are needed most and are critical to the organization’s success. This also helps the
talent development professionals forecast development needs that are necessary for future success.
Create strategic value by combining HR and training: Training and development naturally converges
into many HR functions that go beyond certifications and mandatory compliance. This convergence is
tied to many strategic talent management areas such as retention of talent, succession plan
management, performance, skill development, career planning, and many more. As HR and training
are combined, they create a strategic value for the organization and can enhance its competitiveness.
Use the performance review as a learning opportunity: Learning opportunities can be identified before,
during, and after a formal performance review.
o Before the review, employees can be asked what they would like to learn and the new skills they
would like to acquire to achieve their desired employee developmental goals.
o During the review, questions can be asked about what employees have learned in their current
roles and what they need to learn.
o After the review, employees can use their performance evaluation as a guide to tailor learning
programs that address performance gaps.
As you can see, there are many ways that learning and development can be used to enhance performance
management. The list you see above is by no means a comprehensive list but, rather, common methods
currently used by organizations to bolster performance management.
References
Adrian, V. (n.d.). ID 105737672 [Image]. Dreamstime. https://www.dreamstime.com/performancemanagement-flow-chart-showing-key-business-terms-strategy-plan-monitor-image105737672
Deloitte. (2016). Global human capital trends 2016: The new organization: Different by design. Deloitte
University Press. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gxdup-global-human-capital-trends-2016.pdf
Kim, S. (2017, January 9). Connecting learning and development with performance. Association for Talent
Development. https://www.td.org/insights/connecting-learning-and-development-with-performance
Mooney, J. T. (2011, June 14). Ramp up professional growth with individual development plans. Society for
Human Resource Management. https://www.shrm.org/resourcesandtools/hr-topics/organizational-andemployee-development/pages/individualdevelopmentplans.aspx
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Society for Human Resource Management. (n.d.). Managing employee performance.
UNIT x STUDY GUIDE
https://www.shrm.org/resourcesandtools/tools-andTitle
samples/toolkits/pages/managingemployeeperformance.aspx
Vaeenma. (n.d.). ID 179365528 [Photograph]. Dreamstime.com. https://www.dreamstime.com/gap-analysis-toworkforce-strategy-image179365528
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