How To Create A Successful L&D Programme

Creating a learning and development programme that benefits participants and other departments is based on three main principles: design, deliver, evaluate.

Published on 16 August, 2016

Creating a learning and development programme that benefits participants and other departments is based on three main principles: design, deliver, evaluate.

Learning and Development programme

Most of us trainers and L&D professionals love our job; while it does come with certain pain points, it can be rewarding to see that you help employees take another step on their career ladder. But how exactly do you develop a training programme that supports your employees’ learning and development, benefits other departments, and takes your organisation’s L&D strategy to the next level?

The answer depends very much on your organisation, and can vary with size, management structure, and even learning and development strategy; however, there are some basics, such as design, delivery, and evaluation, that you need for the delivery of a successful training and L&D programme.

Learning is natural

Learning happens all the time; often, we are not conscious of all the information we pick up around us but we learn all the time, like when a colleague shows us how to use new software or when we forget to save a document. We learn from and with each other, and even from our mistakes.

This type of so-called incidental learning comes naturally to us, whereas intentional learning requires the learner to actively engage with a learning programme to enjoy its benefits.Personal Growth in an organisation

Ideally, employees develop a natural curiosity on the job by approaching day-to-day activities as an opportunity to learn. While this is part of the employee’s responsibility to keep an open (and curious) mind, further detailed training and development is the organisation’s responsibility.

L&D as shared responsibility

A learning and development strategy begins with the relationship between employee and his supervisor or line manager, and there are different points to look out for. For managers, these include a well-crafted job description, training to meet basic employee competencies, offering new learning opportunities, and encouraging staff to develop individual development plans; for employees, these include learning opportunities and identifying goals and activities for development.

A Successful L&D Programme

Individual development plans should be created by the employee in partnership with line management based on individual employee training needs that are interesting, achievable, practical, and realistic. An individual development plan can be introduced fairly quickly, whereas a solid training programme for a larger group of staff requires a lot more planning; from the practicalities, such as venue hire or creating training manuals, to aligning any activity with the learning and development strategy.

a. Design & Planning

This is your first step towards a successful L&D programme. CIPD has put together a practical tool guide that can help you to start planning your training programme.

b. Delivery

After carefully planning your training event, you are ready to provide participants with pre-course material, the final date and venue information, and an agenda.

“Training programmes are effective only to the extent that the skills and behaviours learned and practised during instruction are actually transferred to the workplace.”

The evaluation of learning and development in the workplace by hefce

c. Evaluate

This last step is an important point in the delivery of a learning and development programme. Although a recent CIPD survey found that only 7% of L&D professionals evaluate their activities, it’s essential to ensure consistency with the organisation’s L&D strategy. This means you should measure more than just attendee satisfaction, but also capture data that reflects the impact on other departments and whether the learning has been transferred to the workplace – training is only effective when it is actually put into practice by the attendee. 

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