The Learning and Development Functions

The learning and development (L&D) functions have evolved in the past years to replace the leaning departments. The L&D functions are strategic in their approaches to ensure that the most need activities are taken care of first before the rest of the needs are checked into. L&D functions are aimed at encouraging and facilitating the programs in the workplace (Hodge, Smith and Barratt-Pugh 2016, p.7). The facilitated programs need to be satisfying the identified needs within the organization. He L&D functions also helps in the evaluation of the effectiveness of the learning approaches that have been implemented in the organization. The learning outcomes are evaluated to help in their modification to ensure that the outcome is in line with the objective of the organization. The L&D functions help in complementing the human resources strategies to help in ensuring that the organization hires competent employees according to the mission and vision of the organization. L&D functions help in the identification of the individual and team needs and the best ways though which all the needs can be addressed (Hodge, Smith and Barratt-Pugh 2016, p.7). The L&D function also helps in the creation and sustenance of a learning culture in the organization as the employees understand that their ideas would be funded by the organization to ensure that all the activities run in the most appropriate ways possible.

Three L&D functions that contribute to business improvement

            The L&D function contributes to the improvement of businesses in a number of ways. Firstly, L&D function defines the conditions that one has to meet to be hired by the organization (Cotter, Gerber and Schutte 2018, p.142). The organization also considers the competent employees to be part of the activities that are run in the organization.  The L&D function helps in the hiring of the employees who are outgoing and feel that they need to do their best in the organization.L&D function helps in the identification of the individuals with positive psychology as they are at an upper hand of being open to new ideas and help in the achievement of the vision and mission of the organization. Secondly, L&D function encourages the individuals to ensure that they engage in activities that are new and useful to the organization. One of the key functions of the L&D includes embracing innovation (Cotter, Gerber and Schutte 2018, p.142). The organizations able to access the risks and benefits that come with innovations and the most appropriate ways through which the innovations can be implemented. Consequently, L&D leads to the embracing of the technologies that are provided in the activities and this leads to the improvement of business (Cotter, Gerber and Schutte 2018, p.14). Currently, businesses rely on technology and marketing of their products. Organizations with highly developed technologies are likely to be more competitive as compared to businesses that do not embrace technology.

Comparison of three different roles of L&D functions

The roles of the L&D functions are aimed at ensuring that there is improvement in the activities that are in an organization. The three roles of L&D function that can be compared include promotion of the self-directed learning at the work place, advising managers on the various roles and responsibilities that they should take when educating their staff on the importance of having certain learning activities and the evaluation of the learning events initiated within the organization. All the three roles are aimed at ensuring that the individuals working in an organization have a common focus of ensuring that they provide the best services to the employees at all time.

The various roles differ, as they are specific in their aims. For instance, the self-directed learning considers the impact of the employees on the development of an organization (Renninger et al 2014). The outlining the roles and the responsibilities of the managers considers the effort of the managers in the improvement of the organization and the evaluation bases on the outcome to determine whether the events that have occurred are useful in ensuring that an organization has achieved its  major   targets.

Assessment of at least three different models of delivering L&D functions

The L&D function models can be classified into the learning focused models, and the business focused models (Tripathi et al 2015, p.6). The models included in the two categories include the value creator, the performance enabler, the learning enabler, and the order taker.

The learning enabler model can be assessed by the return on investments. The learning enabler involves supporting the ideas of the employees and ensuring that they learn the new concepts according to their wish. A good return on investment following learning explains the effectiveness of the learning enabler model (Tripathi et al 2015, p.6). The performance enabler model can be determined through tracking the performance of the employees who involved in the L&D function (Jones, Woods, and Guillaume 2016, p252). An improvement on performance indicates that the various groups of people are performing better than before. The value creator can be determined by the profits earned by the organization. An increase in the profits earned indicate that the L&D function objectives have been  achieved.

Four roles of an L&D functions manager

The L&D function manager needs to ensure that the purpose of L&D functions is achieved. One of the major roles includes the creation and implementation of the learning programs. The learning of the employees needs to be outlined in line with the objectives of the organization. The manger is also expected to evaluate the developmental needs of the organization to determine the right ways through which the activities can be taken care of in the most appropriate ways possible (Kellner et al 2016, p. 506). The outline of the organizational needs help in ensuring that the  L&D functions make the targets achievable according to the outlined  boundaries. Consequently, the manger is  expected to track budgets and negotiate contracts that are in line with the L&D functions. Finally, the managers are expected to implement various learning methods within the organization to ensure that all the aims of the organization are arrived at.

How I will provide leadership, guidance, and support among members of the L&D support

            As a leader, much is expected from me to ensure that all the activities run smoothly and effectively. As a leader, I would ensure that I design the learning programs to ensure that the activities that the employees engage into are in line with the needs of the organization. I will evaluate every outcome of the   L&D function approach and determine whether the models used in delivery need to be improved or maintained. I will embrace innovation to support every form of creativity that the employees come up with and decide the right ways through which the innovations can be picked for improvement as outlined by the rules and regulations of the organization.

References

Cotter, C., Gerber, P. and Schutte, N., 2018. Transforming learning and development into a strategic value-adding business solution: A conceptual and business-minded framework. ECONOMICS, MANAGEMENT AND MARKETING (AC-EMM), p.142.

Hodge, S., Smith, E. and Barratt-Pugh, L., 2016. Towards a Model of Learning and Development Practice. International Journal of HRD Practice Policy and Research, p.7.

Jones, R.J., Woods, S.A. and Guillaume, Y.R., 2016. The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), pp.249-277.

Kellner, A., Townsend, K., Wilkinson, A., Lawrence, S.A. and Greenfield, D., 2016. Learning to manage: development experiences of hospital frontline managers. Human Resource Management Journal, 26(4), pp.505-522.

Renninger, K.A., Hidi, S., Krapp, A. and Renninger, A., 2014. The role of interest in learning and development. Psychology Press.

Tripathi, V., Stanton, C., Strobino, D. and Bartlett, L., 2015. Development and validation of an index to measure the quality of facility-based labor and delivery care processes in sub-Saharan Africa. PLoS One, 10(6), p.e0129491.