Understanding the Context of L&D - CIPD 5LDP Assignment

This assignment discusses the learning and development strategy associated with business strategy, internal and external factors that can impact on the achievement of organizational objectives, and ways the L&D function can assist organizations in achieving their objectives.

CIPD
5LDP Assignment
Learner Name: Muatasem Alshuaibi
Assignment Title: Understanding the context of L&D
Cohort: March 2018
Submission Date: 24/06/2018
Word count: 3197
AVADO Learning

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Table of Contents
Activity 1: Notes to support Presentation Slides........................................................................3
Learning and development strategy associated with business strategy..............................4
Lack of clarity is a common barrier to association.............................................................4
At least three internal and three external factors that can impact on the achievement of
organisational objectives.....................................................................................................5
Internal assessment (SWOT analysis)................................................................................5
External assessment (PESTLE Analysis)...........................................................................5
Training needs assessment (TNA)......................................................................................8
Designing, arranging and costing training program...........................................................8
Prepare an outline and a rationally comprehensive and cost training initiative.................8
Revise plan as essential and support to approved budget...................................................9
Activity 2....................................................................................................................................9
Implementation Process of learning and development.........................................................10
Purpose of the learning and development policy.................................................................11
The scope of the learning and development policy..............................................................11
Practice areas will be covered under the policy...................................................................12
Key stakeholders affected.....................................................................................................12
First phase: Reaction.........................................................................................................14
Second phase: Learning....................................................................................................15
Third phase: Behaviour.....................................................................................................15
Last phase: Results............................................................................................................15
References................................................................................................................................17

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Appendix..................................................................................................................................20

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Activity 1: Notes to support Presentation Slides.
Similarities and differences between organization types
There are many differences between private and public sector companies. Both public and
private sector organization are working for the consumer satisfaction, which demonstrates the
similarity between both organizations (Johnson, et al., 2017). The following table demonstrates
differences as well as similarities between private and public sector organization:
Table 1: Similarities and differences between public and private sector organizations
Feature Public Sector Private Sector
Strategic Goal of
organization
mission efficiency affordability
General Financial Goals Efficiency and cost reduction market share, growth, and
profit
Values accountability to the public;
integrity; fairness (Bolman,
and Deal, 2017).
creativity, innovation,
recognition, and goodwill
Desired Outcome client satisfaction client satisfaction
Stakeholders Inspectors, taxpayers, and
legislators
Owners, market, and
stockholders,
Budget Priorities Leadership, planners, and
legislators,
Customer demand
Secrecy justification National security Proprietary knowledge and
intellectual capital protection,
Key Success Component Standardized economic scale
and effective management
growth rate, market share,
earnings, advanced

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practices technology, and uniqueness
(Bullock, et al., 2015).
An evaluation of the implications of these different organization types for L&D policy and
practice
The L & D policy is generally practiced in the HRD (human resource department) of the public
and private organization to meet their aim and objectives. The learning and development policy
enables the public and private sector organization to control the activity of the human resource
department (Rees and Smith, 2017). In addition, it is also suggested that public and private
organization should make the link between the L&D policy and their business strategy as it could
be effective to accomplish their goal and attain higher competitive benefits. Apart from this, it is
also stated that improve the clarity towards the business activities could support the public and
private sector organization to enhance their business growth.
In addition, it is also recommended that public and private sector organization should enhance
their understanding towards the business strategy and resources deficiencies as it leads the
corporation to attain their specific goal. Moreover, public and private sector organization should
also enhance their understanding with respect to the organizational purpose and development
policy capability to gain the productivity of organization (Tam and Gray, 2016).
At least three internal and three external factors that can impact on the achievement of
organizational objectives
Internal assessment (SWOT analysis)
Strengths Weaknesses

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1. The varied market presence and robust
brand image
2. It is a second largest organization at the
global level. It has more than 9900 stores at
world level.
3. Multi set-up approach- supermarkets,
hypermarkets, convenience stores, and
discount stores.
4. This organization has their private level
brands.
5. Discoverer of Hypermarket setup
6. Higher quality maintenance
1. The lower level of presence in the
emerging economies situation in the middle
east and Asia.
2. In the recent era, the negative image of the
company due to media coverage.
3. Lower level performance of e-commerce
online retail station
Opportunities
1. Leverage on their global product equity
support to maintain position in emerging
market
2. Concentrate on the growth by considering
the innovative marketing and strategic tie-
up.
Threats
1. Increasing competition from discount
stores in the abroad and France.
2. Enhancement in the labor cost and
economic go-slow to enhance cost.

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From the SWOT analysis, it is analyzed that there are three internal factors that could directly
influence the public and private sector organization to attain their objectives. These factors are a
negative image of the organization, encasement in labor cost, and higher competition. The
negative image of the company could decline the demand for products and service as it could
eliminate the possibilities to accomplish the organizational task (Rees and Smith, 2017). Another
factor is encasement in labor cost could enhance the expenses of the company as it would decline
the profit of the corporation. Higher competition level could force the organization to spend in
the promotion as it could also a direct impact on the accomplishment of the organizational task.
External assessment (PESTLE Analysis)
Political Factor INSTABILITY
1. Government and organization attitude
2. Political instability
Economic factor
1. Employment policy
2. Economic growth
3. Higher interest rate, monetary policy, and
inflation
4. Consumer confidence
Social factor
1. Demographic change
2. Income distribution
3. Labour, social mobility
4. Fashion change
5. Lifestyle change
Technological factor
1. Technology transfer rate
2. New development and intervention
3. Changes in the technology
4. Mobile technology changes
5. The speed of technical obsolescence
Legal factor
1. Employment laws
Environmental factor
1. Environmental protection and regulation

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2. tax policies
3. competition regulation
4. Safety regulation
From the analysis of external factor, it is evaluated that political instability could negatively
impact on the accomplishment of the organizational objectives (Oppong, 2015). Since, political
instability does not support particular business. Another factor is Employment policy if the
organization less focus on the employee in the employment policy then it could decline the level
of job satisfaction as it would enhance the employee turnover. Hence, it could decline the
possibilities for the accomplishment of the organizational goal. Changes in the information
technology could also another factor that could impact on the organization goal as it leads public
and private sector organization to gain their understanding towards the implementation of new
technology in the organization.
An explanation of at least five ways the L&D function can assist organizations in achieving
their objectives
There are many ways that could influence the learning and development policies initiatives like
line executive contribution, top management assurance, outsourcing, external consultants and
government policies. It is addressed that the government policy could encourage the organization
to use the learning and development policy in the business process as it could directly influence
the growth of the firm. NVP (National Vision Policy) had clearly demonstrated the efforts of
government in developing knowledgeable economy by considering the knowledgeable
employees (Oppong, 2015). Another step is taken by management in promoting learning and
development policy by application of human resources act in 1992 that needed each organization
to pay 1% of their compensation to the HRD (human resource department). This fund could be

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accountable in offering effective training to each of the organization employees. Moreover, it is
also evaluated that Western countries could also force to the organization to use learning and
development.
Moreover, the line manager could also contribute their best to the business operation. The line
manager could be accountable for the allocation of learning and development policy function and
employee management. An organization could provide the training to their line manager for
making an effective decision about the human resource department function (Mason and Pillay,
2015). The line manager could encourage their subordinates to improve their skills for
accomplishing the objectives of the organization.
Employee commitment in the execution of learning and development policy initiatives will be
enhanced with the support of line managers. In addition, it is also analyzed that top management
commitment is perceived as one of the key success components in enhancing the efficiency of
these initiatives. In addition, it is also analyzed that the top management commitment is related
to the efforts of top management in providing the direction, and also assets in implementing
learning and development initiatives. Further, it is analyzed that the top management could be
viewed as the providers along with supporter for implementing of any initiatives (Blake and
Gartshore, 2016). Outsourcing is also a best way to lead the effective L&D practices. It provides
many advantages to the company like enhance resources, cost reduction, and services
improvement. External consultants could also be a way of retaining the learning and
development policy. It could also be an important factor in increasing suitable learning and
development activities. It could also support the organization to make a link between the external
agents and management consultants to accomplish the organizational task in available resources.

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Followings are another ways to attain the objectives of the organization:
Reactive approach
The traditional approach of training can be generally termed as reactionary and lead by tactical
delivery of technical proficiency in bricks and mortar and classrooms training in which training
is demonstrated as an event-oriented activity.
Proactive Approach
This approach of learning and development connects all the learning practices with the company
business strategy. This approach also focuses on building competencies (Jha and Kumar, 2016).
Active Learning Approach
Under this strategy, trainees play a fundamental role in learning by demonstrating the issues and
situational issues under the instruction of their facilitator. The trainee gains their understanding
by raising thought-provoking questions, construing different observations, findings for an answer
during the procedure. The active learning approach has a wide impact on the learning because it
aids to long-term retention and assesses better solution in challenging circumstances (Kwek and
Cheung, 2015).
The steps involved in developing L&D policy and practice
Learning and development is a key decision that can provide extensive advantages to the
company. It is not a procedure that should be taken lightly but, these are steps that can follow to
make the easier procedure.
Training needs assessment (TNA)
Experienced learning and development managers will tend to use structure when managing the
delivery of training and development. It will entail the identification and understanding of the

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requirement of the employer and business as it would be beneficial to overcome the concern
regarding skills and knowledge development of workforces (Little, 2016).
Designing, arranging and costing training program
Learning and development managers will plan the program for a given time framework. For
instance, in every six months or a year, the company will need to organize the intervention and
events on an Adhoc basis. Budget is an absolutely key element of this procedure.
Managers should provide preliminary budget data after starting the planned program. In this
way, three month is ideal, one month can be challenging and two months can be manageable. It
can be recommended that some of the budgets cover the expenses of ad hoc training demand.
Thus, next year, the budget for training will be similar to the current but it depends on the
fairness of business. If a training manager is asked to provide the budget projection then they
will need to calculate spend per employees. A CIPD figure indicates the average range from
£220 to £300 a year (Stewart, et al., 2015).
Prepare an outline and a rationally comprehensive and cost training initiative
Prior to implementing the initiatives, the company should draw up the detailed plan of what it
would entail and what the outcome will be. The content should be appropriate as it would be
beneficial to meet the aim and objectives. The program must also aid to deliver the
organizational objectives and overall business as it would help to identify the development needs
on the group and individual level. This phase makes sure the overall buy-in and demonstrates the
advance opportunity for the initiatives. It would be beneficial to increase the disclosure prior to
its introduction. This plan can be presented to appropriate internal stakeholders for approval and
comment (Little, 2016).

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Revise plan as essential and support to approved budget
This is the last phase in which company seeks to feedback from the line and senior managers
regarding any program that it intended to execute. This plan will make competent to the
company in order to address whether the program is feasible for the needs of the company and
also allow the company to amend feasible solution and better outcome.

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Activity 2
The purpose and scope of the policy
Learning and development policy is mainly focused on supporting an individual to learn new
skills as it could be effective to enhance the motivation level and productivity of an employee.
Learning and development professionals are always focused on their workforces to get the best
outcome by improving their skills and abilities to operate the business performance. It could also
be imperative for getting a reliable and valid result. The learning and development professional
give their best effort in examine the training programmes for their company.
Moreover, it is also analyzed that the learning and development professionals could support the
company to enhance the ability of company by executing the effective strategy (Miletzki and
Broten, 2017). It is also addressed that the country council’s broad approach could be effective
for accomplishing the values and purpose as stated in Council and Workforce Plans. The country
council identifies that the knowledge, performance, and skills of their workforces are central to
effectively implement of such approaches. In addition, it is also found that this learning and
development policy purpose is to develop a culture of uninterrupted learning and improvement
wherein each workforce is effective, efficient, adaptive, and innovative in their work (Muscat,
2016). It could be supportive for learning and development of employees in the limited time
frame.
In addition, it is also analyzed that learning and development policy could be imperative for
enhancing the productivity of the company. The learning and development policy will be further
aided by entering into the association between all top and bottom employees in controlling their
learning procedure. The country council plays an imperative role in the accomplishment of
learning and development needs. It could also facilitate director, corporate, and section to

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practice the policy in the organization. Furthermore, managers and corporate directors are
accountable for practicing this policy to all workforces in their business. Moreover, it is also
found that the learning and development policy by could also support to maintain investors
standards in the business units (Armstrong, et al., 2015).
Implementation Process of learning and development
This procedure will make sure that unit learning and development plan exhibit how all learning
and development are undertaken can aid to accomplish the business objectives and can be
associated with unit business plans. It is assessed that managers contribution in attaining the
goals and targets of business. The corporate learning and development plan delivers the training
associated with workforce plan and corporately addressed the themes as well as identifying the
needs of employees and management development (Baldwin, 2016).
It is evaluated that learning and development is a planned procedure that is led by line managers
but also driven by the workforces who take accountabilities to manage their own learning and
capabilities. The company appraisal and review templates recognize the needs of learning and
development. In this phase, each employee provides the knowledge and skills in order to deliver
the services efficiently. It also enables the employees to contribute to the continuous
improvement of the unit, and council of the country (Cordingley, 2015).
After this process, all workforces are provided feasible learning and development in order to
accomplish the changing pattern of organization and work. It would encourage keeping and
reaching the performance standard.
Subsequently, all workforces are provided the equal chances in order to communicate with the
managers regarding their job performances. After that, the company will measure the impact of

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learning and development on performance and assess the further learning requirements. In this
process, learning and development are associated with external standards (Knox, et al., 2016).
Purpose of the learning and development policy
The main purpose of learning and development policy is used to provide guidelines to the staff
and managers to deal with a different situation that could occur at the working place. It could
also facilitate the managers and employees to work in the partnership to obtain the effective
outcome.
The scope of the learning and development policy
The learning and development policy could be imperative for covering a wide range of
organization employee. In UAE, some international companies consider both volunteers and paid
employees. In addition, it is also analyzed that an organization considers both national and
international employee while some organization uses separate policies. In this, it is analyzed that
the learning and development policy could support to identify each section of the organization. It
could support to determine how the provision will be communicated to their excluded group.
This learning and development policy could also be effective for determining the relationship
between the employees and employers. It could be effective for making a reliable relationship
and obtain reliable outcome (Whitworth and Chiu, 2015).
Practice areas will be covered under the policy
In the learning and development policy, an organization could be considered many areas to make
an effective plan and operate their business in the market. These areas are talent and recruitment
plan, employment law, training, and development, workforce relations, reward and performance,
organization development, and employee engagement. In this, the organization would be capable
to maintain each activity of business and obtain a reliable result. From the application of learning

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and development policy, the organization could also focus on the improvement of employees by
using training and development technique, employee engagement, and motivation tool. It could
support to enhance the productivity of both organizations as well as employees (Birkinshaw,
2016).
Key stakeholders affected
The stakeholders could be determined as the person who can influence by the business
achievements. There are two kinds of stakeholders as they could influence the outcome of
business like an internal and external stakeholder. In addition, an organization could consider
many people as an internal stakeholder like a trainer, participant, and contributor’s manager,
sponsor of the program, finance manager, instructional designer, and executive/directors.
Moreover, it is also addressed that organization could consider training vendor, shareholders,
customers, and suppliers as the external stakeholder (Barrientos and Hulme, 2016).
Internal Stakeholder Interest
Trainer  Enhancement in the funding for upcoming programs.
 Greater workload after consistency.
Participant  Increased promotability and employability
 Slack time at the time of training.
Contributor’s
Manager
 Additional workload by no backfilling
Sponsor of Program  Enhanced possibilities of competitive benefits
 Higher workload by juggling multiple tasks.

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Internal Stakeholder Interest
Instructional
Designer
 Enhance promotability and credibility to identify the latest
technique.
Finance Manager  Advantageous return on the investment
 Probable budget attracts
Technology
Manager
 Technology lower cost support
Executive/Directors  Pressure by the external shareholder to demonstrates the
profit.
 Potentially enhancement in the payroll expenses
External stakeholders and their interest
External
Stakeholder
Interest
Training Vendor  Enhance the credibility
 Select the appropriate consultants to manage the different
situation.
Shareholders  Short-term revenue
 Overdue dividend to shareholders.
Customers  Decline the extra cost of business

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External
Stakeholder
Interest
 New system fear
Suppliers  Lower cost for doing business
 Extra vendor recruitment qualification standards
The review process
The review process could be significant to enhance the effectiveness of learning and
development policy. The learning and development team strategies could be effective to enhance
feedback on certain factors like reaction, learning, behaviors, and outcomes.
First phase: Reaction
In this, organizations examine the feeling of participants towards the learning experience. This
section also demonstrates how the contributors initially present their learning experience in the
front of the management.
Second phase: Learning
In this, the organization addresses the enhancement of capability and knowledge after learning
knowledge (Gulshan, et al., 2016).
Third phase: Behaviour
In this, the organization tries to evaluate how contributors executed the learning either later or
immediately.

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Last phase: Results
In this phase, organization examines the obtained outcomes to improve the quality of outcome in
the upcoming period. The evaluation may be undertaken by one or more of the following
techniques in order to attain the range of feedback. These methods are a questionnaire that is
completed at the end of an event, and an online evaluation that is sent to employees within a
week of an event. Furthermore, online evaluation sent to employees after a certain period of time
like three months to assess how learning has benefited work practice. In addition, data is
collected from annual appraisal paperwork in order to review the learning and development
(Cook, 2016).
Along with this, formal feedback request is sent to line managers. Formal feedback requested to
external learning providers for reviewing the process. Staff and line managers should contribute
fully in the evaluation procedure and are projected to reflect on the development practices in
order to evaluate if the learning goals documented in their professional development plan.
It is evaluated that certain learning and development practices may be extremely sourced and
organized directly by the line managers. Along with this, it is assessed that staff attends the
corporately organized events in the review process of learning and development. The learning
and development team undertakes a bi-monthly email-based survey for their all staff. This survey
will provide opportunities to staff to make a team in learning and development process. It also
assesses the quality and value of learning and development process. Any returns obtained
through the survey will be entered into the databases of human resources under personnel record
of each staff members (McIntosh, et al., 2017).

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References
Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015. Marketing: an introduction. USA:
Pearson Education.
Baldwin, M., 2016. Social work, critical reflection, and the learning organization. UK:
Routledge.
Barrientos, A. and Hulme, D. eds., 2016. Social protection for the poor and poorest: Concepts,
policies, and politics. USA: Springer.
Birkinshaw, J., 2016. Multinational corporate evolution and subsidiary development. USA:
Springer.
Blake, H. and Gartshore, E., 2016. Workplace wellness using online learning tools in a
healthcare setting. Nurse education in practice, 20, pp.70-75.
Bolman, L.G., and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership.
USA: John Wiley & Sons.
Bullock, J.B., Stritch, J.M., and Rainey, H.G., 2015. International comparison of public and
private employees’ work motives, attitudes, and perceived rewards. Public Administration
Review, 75(3), pp.479-489.
Cook, V., 2016. Second language learning and language teaching. UK: Routledge.
Cordingley, P., 2015. The contribution of research to teachers’ professional learning and
development. Oxford Review of Education, 41(2), pp. 234-252.
Gulshan, V., Peng, L., Coram, M., Stumpe, M.C., Wu, D., Narayanaswamy, A., Venugopalan,
S., Widner, K., Madams, T., Cuadros, J. and Kim, R., 2016. Development and validation of a
deep learning algorithm for detection of diabetic retinopathy in retinal fundus photographs. Jama,
316(22), pp. 2402-2410.

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Jha, B. and Kumar, A., 2016. Employee engagement: A strategic tool to enhance performance.
DAWN: Journal for Contemporary Research in Management, 3(2), pp.21-29.
Johnson, P.F., Leenders, M.R. and McCue, C., 2017. A comparison of purchasing’s
organizational roles and responsibilities in the public and private sector. Journal of Public
Procurement, 3(1), pp.57-74.
Knox, P.L., Marston, S.A. and Import, M., 2016. Human geography: Places and regions in a
global context. USA: Pearson.
Kwek, G.Y.V., and Cheung, W.S., 2015. Investigating the e-learning training need analysis of
the faculty members in a business department of a tertiary institution. International Journal of
Information and Education Technology, 5(5), p.368.
JohnsonMason, J. and Pillay, H., 2015. Opening digital learning to deeper inquiry. The
International Handbook of E-learning, 2, pp.1-10.
McIntosh, M., Waddock, S. and Kell, G. eds., 2017. Learning to talk: Corporate citizenship and
the development of the UN Global Compact. UK: Routledge.
Miletzki, J. and Broten, N., 2017. Development as freedom. USA: Macat Library.
Muscat, R.J., 2016. The Fifth Tiger: Study of Thai Development Policy: Study of Thai
Development Policy. UK: Routledge.
Oppong, N.Y., 2015. Localization of management in multinational enterprises in developing
countries: a case study of policy and practice. International Journal of Training and
Development, 19(3), pp.223-231.
Rees, G. and Smith, P. eds., 2017. Strategic human resource management: An international
perspective. USA: Sage.

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Stewart, J., Mills, S., and Sambrook, S., 2015. HRD programs in the United Kingdom. Advances
in Developing Human Resources, 17(2), pp.162-179.
Tam, S. and Gray, D.E., 2016. Organisational learning and the organizational life cycle: the
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missing leadership link. Journal of Science Teacher Education, 26(2), pp.121-137.

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Appendix
Internal assessment (SWOT analysis)
Strengths
1. The varied market presence and robust brand
image
2. It is a second largest organization at the
global level. It has more than 9900 stores at
world level.
3. Multi set-up approach- supermarkets,
hypermarkets, convenience stores, and discount
stores.
4. This organization has their private level
brands.
5. Discoverer of Hypermarket setup
6. Higher quality maintenance
Weaknesses
1. The lower level of presence in the
emerging economies situation in the middle
east and Asia.
2. In the recent era, negative image of the
company due to media coverage.
3. Lower level performance of e-commerce
online retail station
Opportunities
1. Leverage on their global product equity
support to maintain position in emerging market
2. Concentrate on the growth by considering the
innovative marketing and strategic tie-up.
Threats
1. Increasing competition from discount
stores in the abroad and France.
2. Enhancement in the labor cost and
economic go-slow to enhance cost.

24
External assessment (PESTLE Analysis)
Political Factor
1. Government and organization attitude
2. Political instability
Economic factor
1. Unemployment policy
2. Economic growth
3. The interest rate, monetary policy, and
inflation
4. Consumer confidence
Social factor
1. Demographic change
2. Income distribution
3. Labour, social mobility
4. Fashion change
5. Lifestyle change
Technological factor
1. Technology transfer rate
2. New development and intervention
3. Changes in the information technology
4. Mobile technology changes
5. Speed of technical obsolescence
Legal factor
1. Employment laws
2. tax policies
3. competition regulation
4. Safety regulation
Environmental factor
1. Environmental protection and regulation