HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

614 ❚ Human resource developmentAccount needs to be taken of the lessons that can be learnt from learning theory, especiallythose concerned with cognitive, experiential and social learning. These highlightthe importance of providing people with the opportunity to learn forthemselves, and emphasizes the importance of learning from experience and learningfrom other people. The concepts of self-directed learning and personal developmentplanning are particularly important, but encouraging these processes needs to bereinforced by the provision of guidance and advice to learners, mainly from their linemanagers but also from learning specialists and through the provision by the organizationof learning resource centres and e-learning programmes.Responsibility for the implementation of learningWhile individuals should be expected to take a considerable degree of responsibilityfor managing their own learning, they need the help and support of their linemanagers and the organization.Line managers have a key role in planning and facilitating learning by conductingperformance and development reviews, agreeing learning contracts and personaldevelopment plans with their staff, and helping staff to implement those plansthrough the provision of learning opportunities and coaching. But they have to beencouraged to do this. They should understand that the promotion of learning isregarded as an important aspect of their responsibilities and that their performance incarrying it out will be assessed. They also need guidance on how they should carryout their developmental role.Responsibility for learning and development is being placed increasingly onmanagers and employees rather than training professionals. The latter are becominglearning facilitators rather than training providers or instructors. The direct role oftraining is becoming less important. As Stewart and Tansley (2002) point out, trainingspecialists are focusing on learning processes, rather than the content of trainingcourses. Carter et al (2003) argue that ‘The shifting organizational forms of training,coupled with multiple delivery methods, are not leading to a single new role for thetrainer, but rather an array of different role demands.’ These roles include facilitatorand change agent.As facilitators, learning and development specialists analyse learning needs andmake proposals on how these can best be satisfied. They provide facilities such aslearning resource centres and e-learning programmes, and plan and implementtraining interventions, often outsourcing training to external providers. Importantly,they provide guidance to line managers and help them to develop their skills inassessing development needs, personal development planning and coaching.Additionally, they are there to give advice and help to individuals on their learningplans.