Introduction

Businesses focus more on the return of investment. To aid the same, developing a learning strategy is crucial. To do the same key points need to be kept in mind while developing them. The same is done, to create a learning strategy that aligns organisational, departmental, and individual learning goals for the benefit of the organisation as a whole. This report aims to address the same by developing and implementing an employee learning program in an organization.

1. Strategies to develop learning plan

Following are the steps to be kept in mind while developing a learning strategy.

• Structuring of strategy

The structuring of the strategy should be done in a way that encompasses all the learning requirements of the employee (Alipour & Karimi, 2018). This may include learning vocation, communication, specific operational skills, that would aid the organizational learning objective.

• Conveying objective goal

The objective goal must be conveyed to the participants to let them understand the full scope as well as the reasoning for their inclusion in the learning program. This is done to give them a direction to proceed towards fostering learning.

• Understanding requirements

This alludes to the requirements of the resources required to enable and conduct the learning program.

• Rules and regulation

The human resource department must be included in the learning program participants for them to supervise the process and to uphold and be compliant with HR laws that safeguard the well-being of the employees

• Be learner Centric

The development of the program should take account of the individual needs and requirements of the employees and must be learner-centric to enable the objective learning requirements (Carlos, 2021).

2. Reviewing current Performance level

To assess current performance levels the following points should be focused on to determine how learning opportunities can be applied to the workforce.

• At first, developing an evaluation form is required on which detailed and specific criteria of evaluation are mentioned and it should be used to take the information of the existing performance level of the employees. Performance areas to be included are 1) knowledge and skill, 2) quality and quantity of work output 3) Working attitudes and habits (Shah & Bano, 2020).
• Standard performance metrics will enable the admins to critically examine an employee’s performance while turning in the evaluation form. This will help in designing a learning program to cater to the specific needs of the employee.
• Give feedback to employees, convey the improvement expectation as well as encourage feedback from the participants.
• Outline the disciplinary measures being honed in the learning programme.
• Schedule an evaluation process to analyse the individual performance.

3. Developing learning plan for employees

• Preparing employees by selecting them and assessing individual learning needs through evaluation form (Shah & Bano, 2020).
• Planning Activities according to the requirements to enhance specific needs.
• Monitoring the performance of all participants in regular intervals and providing them with critical feedback which they can use.
• Create motivation intrinsically within employees to motivate them and foster confidence.

4. Establishing learning needs

Questions were asked to the employees to gain insights into their own job dilemma and to understand their learning requirements which will help in increasing productivity. In the present scenario, through employee performance evaluation, it is seen that collaboration skills and communication are two areas where learning is required to increase the work efficiency in the organization, along with increasing the individual work output.

5. Situational analysis

The organisational process includes a lot of employees and I find that interdepartmental communication is not efficient as a lot of time is wasted in converting messages, which decreases the work efficiency of the organization as a whole (Watkins & Kim, 2018). An inter-departmental communication system needs to be put into place so that the interchange of information happens with ease as it will save a lot of time. For example- a designated intercom system or a communication portal can be developed with the organization to enable promptness in information exchange which will, in turn, increase the overall work output of the employees.

Moreover, it is also observed that the employees are subjected to long working hours without extra pay for their efforts. This is seen as a, very bad practise by the organization as it violates labour laws in legislation as well as goes against company policy. These ill practices are conveyed to the management for them to delegate and come up with ethical practices that promote fairness. Furthermore, it is also seen that the employee’s performance is reduced due to the lack of motivation. This lack of motivation is being fostered by long working hours, reduced overtime pay and due to the organization being late in giving salaries to their employees. The company usually uses eccentric motivations to motivate the employee but its effects are very short-lived. So the organization should foster intrinsic motivation as a tool to encourage the employees and motivate them to be more productive on their own. This will not only save a large number of funds wasted by the company as incentives but also help the employees to work autonomously without managerial pressure. These were the key hindrances found in the organisation and the management is advised to implement measures to combat these issues and increase organizational productivity.

6. Monitoring strategy for individual and group performance

• Supervising: to keep an eye on the daily activities of employees
• Ask questions: talk to them and ask questions about their work and follow-ups, along with providing feedback on their performance.
• Enable self-monitoring: entrust responsibility within them so they are motivated to work autonomously (Watkins & Kim, 2018).
• Regular Reviewing: Reviewing of employee performance should be done regularly in short intervals to assess their shortcomings and guide them towards the right path.
• Track ROI: if the learning program was successful the return on investment of the learning program would be higher and vice versa is ineffective. Hence diligence must be shown in tracking the ROI (Andrade & Alden-Rivers, 2019).

Conclusion

To conclude it may be said that employee learning programs are a critical area of concern for organisations. If employees are honed on their existing skills by looking at their unique learning needs the performance output of the organizations can be gravely improved. A lot of resources are used to devise and implement learning opportunities for employees. Thus, this report provides key insights for the same and addresses how learning opportunities can be developed, and implemented in an organization for the benefit of the employee as well as the organization at large.

References

Journals

Alipour, F., & Karimi, R. (2018). Creating and developing learning organization dimensions in educational settings; role of human resource development practitioners. International Journal of Management, Accounting and Economics, 5(4), 197-213. Available at: https://www.researchgate.net/profile/Farhad-Alipour/publication/325248454_Creating_and_Developing_Learning_Organization_Dimensions_in_Educational_Settings_Role_of_Human_Resource_Development_Practitioners/links/5affdef84585154aeb04338c/Creating-and-Developing-Learning-Organization-Dimensions-in-Educational-Settings-Role-of-Human-Resource-Development-Practitioners.pdf

Andrade, M. S., & Alden-Rivers, B. (2019). Developing a framework for sustainable growth of flexible learning opportunities. Higher Education Pedagogies, 4(1), 1-16. Available at: https://www.tandfonline.com/doi/pdf/10.1080/23752696.2018.1564879

Carlos, R. (2021). Developing Best Practices to Ensure that Students Gain Context-Based Skills and Knowledge in Work-Based Learning Opportunities (Doctoral dissertation, Northeastern University). Available at: https://repository.library.northeastern.edu/files/neu:bz60qs26d/fulltext.pdf

Shah, M. A. R., & Bano, M. (2020). The Impact of Learning Organization Practices on Subjective Performance of Employees: The Case of Islamic Financial Institutions (IFIs) of Developing Countries. Islamic Banking and Finance Review, 7, 38-59. Available at: https://journals.umt.edu.pk/index.php/IBFR/article/download/525/589

Watkins, K. E., & Kim, K. (2018). Current status and promising directions for research on the learning organization. Human Resource Development Quarterly, 29(1), 15-29. Available at: https://www.academia.edu/download/60332118/Watkins_et_al-2018-Human_Resource_Development_Quarterly20190819-112956-9zz69u.pdf