Slide 7.

LEARNING AND
DEVELOPMENT
UNIT 4

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.2
OBJECTIVES
• Explain the meaning of the terms:
– Training, education, HRD and Learning and
Development

• Describe the role of the HR manager, line manager,

and L&D manager in training and developing the
people in the organisation

• Demonstrate the importance of induction training

• Design a simple training to meet the needs of a

particular group of employees.
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.3

Definition of Learning (1)

To learn
What is learnt or taught
Knowledge got by studying

Learning is shown by a relatively permanent

change in behaviour that occurs as a result of
practice or experience.

Bass, B.M. and Vaughan, J.A. Training in Industry - The Management of Learning,
Tavistock Publications, 1966.
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.4
Definition of Learning (2)

Learning has occurred when someone:

• knows something they did not know earlier,
and can show it

• is able to do something which they were not

able to do before.
Honey, P. and Mumford, A. The Manual of Learning Styles, 3rd editions, 1992

What is your definition of learning?

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.5

• Learning theories:
– Behaviorist
– Cognitive
– Experiential

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
 •
Slide 7.6
Behavioural theories

Figure 7.1 Pavlov’s dogs.

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 9.7

Examples of cognitive theories

(process theories)
Cognitive theories are concerned with a desire to produce an
effect on one’s environment and in the process to develop
certain skills.

• Expectancy theory: anticipating outcomes and

choosing between alternative behaviours.

• Vroom’s expectancy model: valence, outcomes,

expectancy, instrumentality.

Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 7.8

Experiential Learning

There are four types of learning styles,

which link to stages in the learning cycle:
• Activist
• Reflector
• Theorist
• Pragmatist

Honey, P. and Mumford, A. The Manual of Learning Styles, 3rd edition,

1992.
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 10.9

The learning cycle – Honey and Mumford

based on Kolb 1985 (Experiential Learning)
Slide 9.9

Figure 9.4 The learning cycle

Margaret Foot and Caroline Hook, th Edition, © Pearson Education Limited 2012
Eugene McKenna and Introducing Human Resource
Nic Beech, Human Resource Management,
Management, 2
6nd Edition, © Pearson Education Limited 2008
Slide 10.10

Learning styles – Kolbs 1985

Slide 9.10

• Activists
– Like to get involved in things that are
happening and to try new things
• Reflectors
– Prefer to stand back, observe and think
• Theorists
– Value rationality and logic
• Pragmatists
– Like to try things out to see if they work in
practice

Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 7.11

People learn in a variety of ways:

 A visual learner
 A auditory learner
 A kinaesthetic learner
 Do you use mainly left brain (logical) or
right brain (creative) or both?

M. Foot & C. Hook,

Introducing Human Resource
Management, 4th Edition ©
Pearson Education Limited
2006
Slide 7.12

* Fear
* Time
* Previous bad experiences of learning
* Lack of interest in whether things work in practice

* What other barriers may prevent people from

learning?
M. Foot & C. Hook, Introducing Human
Resource Management, 4th Edition ©
Pearson Education Limited 2006
Slide 7.13

Did You Know?

• Henry Ford said,‘Anyone who stops learning

is old whether at 20 or 80.Anyone who keeps
learning stays young.The greatest thing in
life is to stay young’.

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.14

Techniques That Aid Learning

and Recall
• Mnemonics
• Rhymes
• Stories
• Mind mapping

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.15

Learning and Development

Reynolds et al. (2002) say that:

‘Learning is the process by which a person

constructs new knowledge, skills and
capabilities, whereas training is one of several
responses an organisation can undertake to
promote learning.’

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.16
Human Resource Development
(HRD)
HRD function aims to enhance learning for
individuals, groups and organisations in line
with the organisation’s business objectives. It is
…….concerned with learning and creating the
right circumstances to encourage learning’.

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.17

Definition of Training

‘Training is a narrower concept and usually

involves planned instructional activities.’

R. Harrison, Employee Development, 2nd edition.

CIPD, 2000.

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
 Slide 7.18
Training Cycle

Figure 7.7 The training cycle

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.19 Stage 1: Assessing the training
needs
• The first stage, when carrying out any form of job
instruction, should as always be to assess the
training needs of the individual.

• What methods would you use to assess the training

needs of an individual you are about to instruct on a
one-to-one basis?

(Refer to pages 209-210 in Chapter 7, if you cannot

remember.)

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 10.20

Assessment of training needs

• Organisational analysis

• Task analysis

• Person analysis

Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 10.21

Organisational analysis

• Belief in the importance of training as a vehicle to create

a more flexible and loyal labour force.

• Integrating training with business plans mediated by

SHRM.

• Identification of organisational deficiencies that could be

remedied by training.

Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 10.22

Task analysis

• With reference to achievement of corporate objectives,

are jobs under review necessary?

• If the jobs are necessary, establish behaviours that are

critical for effective job performance.

• Specify knowledge, skills and attitudes (KSAs), and

learning capabilities.

Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 10.23

Person analysis

• Information obtained from the selection and appraisal

processes, and the observations of key colleagues.

• The analysis puts the spotlight on those people needing

training.

• Then the type of training required is specified.

Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 7.24
Stage 2: Planning the training

1. Agree objectives.
2. Break down the instructions into key stages.
3. Get everything ready and material and equipment
organised before you start to instruct.
4. Make a training plan.
5. Could be in house or external training

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 10.25

Training methods (examples)

• Sitting by Nellie (Demonstration)
• Coaching
• Mentoring
• Job rotation, job enlargement, job enrichment
• Lectures
• Case studies
• Role playing
• Simulations
• Self development (see Kolb 1985)
• Induction courses
• E-learning (training that is typically associated with the
Internet), Computer-assisted instruction
• Other methods (see executive/management
development) Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 7.26

Stage 3: Carrying out the training

1. Prepare the trainee for instruction.

2. Present the training material.
3. Allow the trainee to try to complete the tasks by
themselves.
4. Put the trainee to work.

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.27

Stage 4: Evaluating the training

• Use of questionnaire at the end of the training

• Test

• Role play / case study / in tray exercise

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 10.28

Evaluation. Cont.
• Kirkpatrick’s framework for collecting information for evaluation
purposes.
• Reaction (response on difficulty, depth, and length of
training – ie trainee’s views at the end of the training)

• Learning (knowledge acquired as a result – includes

methods used for the training – before and after testing)

• Behaviour (extend to which trainee demonstrates skills

acquired at the workplace – transfer to workplace)

• Results (has training demonstrated the requisite results? –

difference to an organisation’s bottom line)

Eugene McKenna and Nic Beech, Human Resource Management, 2nd Edition, © Pearson Education Limited 2008
Slide 10.29

Evaluating training and development

(Continued)
Slide 9.29

• Reasons for evaluating

– To prove the value of the training
– To control the training
– To improve the quality of the training
– To reinforce the learning process
(Adapted from CIPD, 2010)

Margaret Foot and Caroline Hook, th Edition, © Pearson Education Limited 2012
Eugene McKenna and Introducing Human Resource
Nic Beech, Human Resource Management,
Management, 2
6nd Edition, © Pearson Education Limited 2008
Slide 7.30

Pause for thought

• What will be the role of the HR
manager, line manager, and L&D
manager in training and developing the
people in the organisation?

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 7.31

• The end

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006