Generally speaking, the paper "The Evaluation of Learning and Development Process in the Workplace" is an outstanding example of business coursework. The main reason for learning and development in an organization is to ensure that an individual is in a position of carrying out organizational roles. Offering good training and equipping the staff with knowledge and skills which an organization considers valuable throughout the corporate operations can be made through such progress. Therefore, an organization with the aim of achieving from knowledgeable and skilled employees, it will need to (Scarbrough, 2003 p. 510).
This factor remains considered as a valuable resource in enabling the employees to offer useful results on a regular basis. Learning and development process forever remains a foundation of competitive advantage where employees acquire new skills which make the organizations invest in the employees to earn profits and can be ahead of the competitors. Establishment of learning and development prospects solely and it only indicates that an organization is more likely to be industrious and operative (Reimer, 2008 p. 14). However, the strategies that should stay put in the form of phases may include, appropriate opportunities should be provided to the employees with useful content to practically add value to them and the entire organization.
Such will only lead to success on the organizational view when the organization is concerned about the team and individual employee’ s welfare. It, therefore, leads to the practical application of development and learning skills amongst the employees and the ability to share with the stakeholders and identifying the value of delivering appropriate learning and development capacity where it favors approvals such as Investors in People which may be highly necessary. Designing, Delivering and Evaluating HRD Interventions Human Resource Development involves a systematic procedure that is essential in guiding the organizational plans in decision making.
However, for an adequate assessment of equipping the employees with sufficient knowledge and skills, an organization demands various interventions that match the training needs. Human resource responses start with training evaluations ranging from activities that are associated with it as well as numerous benefits that go together with the process (Holton, 2006 p. 23). In an organization, evaluation brings out great comparisons, relationships of expectations, and excellent outcomes.
Therefore, individual employees are likely to acquire diverse opportunities and reviews of particular organizational proceedings. Majorly, human resource interventions relate to the knowledge acquired through training within the organization. When considering human resource development intervention, an extensive range of variables needs focus. That is, personal learning competencies should be unprejudiced and devoid towards the independent opinions of the employees. As Holton states (2006 p. 22), efficient delivery only comes after the evaluation of learning is analytically done from the management level and to the juniors involved. Evidence gathered during the learning process remains essential for equipping the organization with valid conclusions about particular measures as a method of accomplishing organizational objectives, implementing policy and encouraging organizational learning (Reamer and Markey, 2009).
Also, appropriate evaluation of learning skills equips the employees and the entire management with developed interventions. Interventions majorly contribute to organizational development effectiveness and change. The organizational interventions systematically organize the planned actions and occurrences that are about be executed “ Interventions purposely disrupt the status quo. ” Besides, an effective response remains characterized by elements that are purely essential to the needs of the organization.
However, an established intervention should accomplish its relevancy to the needs of the organization. (Holton, 2006 p. 21) Organizations need binding information for their operations, active membership involvement in decision making, and internal obligation where members agree to the possession of intervention. This involves the enhancement of the organization capability to manage change and employees’ self-reliance on taking planned altered tasks.
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