L&D Policies & Practices: Influencing Factors & Objectives

This presentation provides a comprehensive analysis of learning and development (L&D) policies and practices within organizations, highlighting the similarities and differences between public and private sector entities. It evaluates the implications of organizational changes on L&D policies, assesses internal and external factors influencing organizational objectives, and examines analytical tools for determining the relevance and impact of these factors. The presentation further illustrates how L&D contributes to achieving organizational goals, detailing the training needs assessment process, program design, and budget considerations. It concludes by outlining the steps involved in developing effective L&D policies and practices, emphasizing the importance of clarity, alignment with organizational strategy, and continuous improvement. The document includes references to support its claims and provide further reading on the subject.

CIPD
MUATASEM ALSHUAIBI

Introduction
• This presentation demonstrates the similarities and differences of
different organizations.
• It also evaluate the implications of changing organisations on L&D
policies & practices
• This presentation also assess internal & external factors that can
influence achieving organisational objectives
• It also evaluates analytical tools to determine relevance & impact of
factors influencing the organisation
• This presentation also illustrates How L&D helps to achieve
organisational objectives
• In the last, it shows the process to develop L& D Policy and Practice

1.1 Similarities and differences of different
organizations
• Both public and private sector organization is
working for the consumer satisfaction, which
demonstrates the similarity between both
organizations (Johnson, et al., 2017).

Cont…
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 public;
integrity; fairness
creativity, innovation,
recognition, and goodwill
Desired Outcome client satisfaction client satisfaction
Stakeholders Inspectors, taxpayers,
andlegislators
Owners, market, and
stockholders,
Budget Priorities Leadership,planners,
andlegislators,
Customer demand
Secrecy justification National security Proprietary knowledge
andintellectual
capitalprotection,
Key Success Component Standardized economic scale
and effective management
practices
growth rate, market share,
earnings, advanced
technology, and uniqueness

1.2 Evaluate the implications of changing
organisations on L&D policies & practices
• Association between learning and development
policy
• Clarity in policy (Rees and Smith, 2017).

2.1 Assess three internal & external
factors that can influence achieving
organisational objectives
• Negative image of the organization
• Encasement in labour cost
• Higher competition

Cont…
• Political instability
• Employment policy
• Changes in the technology

2.2 Analytical tools to determine relevance & impact of factors
influencing the organisation
• line executive contribution
• top management assurance
• government policies (Oppong, 2015).

3.1 How L&D helps to achieve organisational objectives
• Reactive approach
• Proactive Approach
• Active Learning Approach (Kwek and Cheung,
2015).

3.2 Process to develop L& D Policy and Practice
• Training needs assessment (TNA)
• Designing, arranging and costing training program
• Prepare an outline and a rationally comprehensive
and cost training initiative
• Revise plan as essential and support to approved
budget (Little, 2016).

References
• Little, B., 2016. Benchmark report reveals trends in corporate learning
and development. Industrial and Commercial Training, 48(5), pp.225-
230.
• 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.
• Rees, G. and Smith, P. eds., 2017. Strategic human resource
management: An international perspective. USA: Sage.
• 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.
• 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.