Learning & Development in Organisations: Strategy, Evidence and Practice

THOMAS N. GARAVAN is Professor of Leadership Practice, University College Cork and Visiting Research Professor, National College of Ireland, Dublin and is a leading researcher worldwide in in L&D, HRD, leadership development and workplace learning. CAROLE HOGAN, D.Soc.Sc., M.Ed., H.Dip.Ed., B.A., is a highly-experienced management consultant and Managing Director of her own international human resource consultancy company. AMANDA CAHIR-O'DONNELL, B.Ed., M.Ed.Mgmt. (TCD), Chartered Fellow of CIPD, FIITD, PCC (ICF), CPCC, CSA Accredited Coach Supervisor, set up TIO Consulting Ltd. in March 2006, with a passion for developing leaders at all levels in organisations. CLAIRE GUBBINS is an Associate Professor of Organisational Behaviour & HRM at Dublin City University Business School, Director of DCU Executive MBA Programme, an adjunct Professor at PNU University, Riyadh and a facilitator at DCU's Centre for Executive Education.

CONTENTS Figures Tables Abbreviations Foreword Preface SECTION 1: CONCEPTS AND CONTEXTS OF L&D IN ORGANISATIONS Chapter 1: L&D: Concepts, Context and Processes Learning Objectives Key Concepts 1.1 Introduction 1.2 Defining L&D Case Study 1.1: L&D in PwC 1.3 The Historical Evolution of L&D in Organisations 1.4 The Context of L&D Case Study 1.2: L&D and the Gig Economy 1.5 Defining Strategic L&D Critical Reflection 1.1 Critical Reflection 1.2 Best Available Evidence to Inform Practice 1 Conclusion Summary Review Questions Strategic L&D in Action 1 Case Study 1.3: Investing in the Development of Employees: Amazon, Google, Dell and Intel Further Reading Chapter 2: Strategic L&D in Organisations: Theory, Frameworks, Structures and Governance Learning Objectives Key Concepts 2.1 Introduction 2.2 Theoretical Perspectives: Explaining the Contribution of L&D Critical Reflection 2.1 Case Study 2.1: L&D in InfoSys 2.3 Explaining the Link between L&D, Individual and Organisational Performance 2.4 Conceptual Frameworks to Understand L&D in Organisations Case Study 2.2: Implementing a New Vision at Virgin Trains - The Role of L&D 2.5 Structuring L&D in Organisations Critical Reflection 2.2 Best Available Evidence to Inform Practice 2 Conclusion Summary Review Questions Strategic L&D in Action 2 Case Study 2.3: L&D Strategy and the ESB's Brighter Future Strategy Further Reading Chapter 3: Strategic L&D: Strategy, Processes and Resources Learning Objectives Key Concepts 3.1 Introduction 3.2 What is L&D Strategy? 3.3 How Does L&D Strategy Support Organisational Strategy? Case Study 3.1: People Strategy in the Irish Police Force 3.4 Developing L&D Strategy: Content Issues 3.5 Developing L&D Strategy: Process Issues 3.6 Developing L&D Strategy: Implementation Issues Case Study 3.2: Using L&D to Implement Strategy in the Raffles Hotel Critical Reflection 3.1 3.7 Resourcing L&D in Organisations 3.8 Developing a Learning Culture and Climate Best Available Evidence to Inform Practice 3 Conclusion Summary Review Questions Strategic L&D in Action 3 Case Study 3.3: Stryker's Global Engineering Development Programme Further Reading SECTION 2: THE THEORY AND PRACTICE OF L&D Chapter 4: Adult Learning, Learner Motivation and Engagement Learning Objectives Key Concepts 4.1 Introduction 4.2 What Are Learning and Learning Outcomes? 4.3 The Historical Evolution of Adult Learning Theory Critical Reflection 4.1 4.4 Categories of Adult Learning Theory 4.5 Adult Learning Styles Critical Reflection 4.2 4.6 Multiple Intelligences and Adult Learning 4.7 Training Motivation and Engagement Case Study 4.1: What Is Autonomous Learning and What Does It Mean for Employees? 4.8 Misconceptions about Adult Learning in Organisations Case Study 4.2: Designing Training for Older Employees 4.9 The Implications of Adult Learning Theories for L&D Best Available Evidence to Inform Practice 4 Conclusion Summary Review Questions Strategic L&D in Action 4 Case Study 4.3: Personalised and Self-directed Learning at Mastercard Further Reading Chapter 5: Identifying and Prioritising L&D Needs Learning Objectives Key Concepts 5.1 Introduction 5.2 What Are Learning Needs and Learning Needs Analysis? 5.3 Approaches to L&D Learning Needs Analysis Case Study 5.1: Identifying L&D at Nestle Critical Reflection 5.1 5.4 L&D Needs Analysis: Organisational, Job / Task and Individual Levels Critical Reflection 5.2 Case Study 5.2: Learning Needs Analysis in Small Organisations: An Informal Approach 5.5 Why Identifying L&D Needs is Important 5.6 Who Should Be Involved in the L&D Needs Assessment Process? 5.7 L&D Needs Analysis Methods 5.8 Analysing L&D Data and Determining L&D Priorities 5.9 Challenges Encountered when Conducting L&D Needs Analysis Best Available Evidence to Inform Practice 5 Conclusion Summary Review Questions St