L&D Analysis and Development Report for Wong Partnership Singapore

This report provides a comprehensive analysis of organisational leading and development within Wong Partnership, a Singapore-based legal firm. It begins with an introduction to the company and its context, followed by an examination of the strategic, business-led, and cultural aspects influencing the firm. The report delves into the importance of horizontal integration, value creation, and the associated L&D budget and costs. A detailed analysis of L&D needs is presented, including techniques such as interviews and surveys to determine knowledge, skills, and abilities (KSA). The report outlines the design, delivery, and evaluation of a proposed training program for support staff, including learning outcomes, budget allocation, and key performance indicators. The report concludes with recommendations for improving organisational climate and staff development, ultimately aiming to enhance client satisfaction and address community support issues.

Running head: ORGANISATIONAL LEADING AND DEVELOPMENT
Organisational Leading and Development
Student’s name:
Name of the university:
Author’s note:

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Table of Contents
1. Introduction..................................................................................................................................2
2. Organisational context.................................................................................................................3
a. Strategic:..................................................................................................................................3
b. Business-led:............................................................................................................................3
c. Horizontal integration:.............................................................................................................4
d. Structure and culture................................................................................................................4
e. Adding value............................................................................................................................5
f. Consideration of the associated L&D budget and costs of the proposals................................6
3. Analysis.......................................................................................................................................7
4. Design..........................................................................................................................................9
5. Delivery.....................................................................................................................................11
6. Evaluation..................................................................................................................................13
7. Conclusion.................................................................................................................................14
Reference List................................................................................................................................16

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1. Introduction
Wong Partnership is a legal firm based in Singapore and it promises an exceptional
approach for the legal problems using the own brand of unique thinking. Wong Partnership
established itself as a leader; it has a reputation as a major provider of legal services in ASEAN,
Middle East and China. Wong Partnership does not believe in the traditional limitations of the
competitors and it has regional law network. Wong Partnership has it headquarter in Singapore.
Wong Partnership has twin focus on the advisory and transactional work where the organisation
has involved in landmark corporate transactions. Wong Partnership was established in the year
1992 and it expanded to work with 60 lawyers in the year 1994 (Wongpartnership.com 2018).
Organisations expense a large amount of money on training and development of the
employees; however, prior to spending such large amount of money; the organisations need to
understand the need for conducting the training for the employees. The organisations sometimes
make mistakes in not assessing the training needs of the employees. Employees require training
when they are found to be capable enough to meet the objectives of the organisation. Wong
Partnership today has more than 300 lawyers and they have staffs serving clients in the Middle
East and Asia. The organisation has been facing the issue of lower client satisfaction and Wong
Partnership has also been facing the issue form support for the community, Pro Bono Practice,
legal education and environment. As an L&D, training for support staffs in Wong Partnership
will be provided. As an L&D, developing and implementing learning strategies and programmes
is needed and it is also needed to design e-learning for the staffs with courses and workshops. As
an L&D, maintaining budgets along with relationship will be helpful for Wong Partnership.

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Training programme for the staffs to develop them in the field of law will be conducted for 2
years and 12,000 Singapore dollars will be allocated for this.
2. Organisational context
a. Strategic:
Barham et al. (1988) stated that the needs of the business would be most attained through
the meeting of the success; fulfilment and meaning are met properly. If the people within the
organisation are in poor shape, the objectives of the company are unlikely to be achieved. ‘Soft
care' cannot provide the people what they need within the organisation. The employees need the
care to get trained; otherwise, the organisation will diminish. Barham et al. (2018) described that
strategic human resource development arises from the vision of the organisation and what the
business needs to do. The organisation also needs to understand the potential abilities of the
people and the management has the options available within the given time period to assist it to
grow and prosper (Bell et al. 2017).
The mission of Wong Partnership: The mission of Wong Partnership is to involve in
landmark corporate transaction and high profile litigation and arbitration. Wong Partnership has
the mission to make a regional law network and make collaborative nature of practices which
ensure what the clients’ receive the quality of services which are essential in today’s challenging
and competitive environment (Wongpartnership.com 2018).
Vision: Vision of the organisation is to winning partnership and leading the excellence.
Aims: Aim of Wong Partnership is to act differently in all approach of legal problems.

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b. Business-led:
Business-led HRD creates a response to the changing business needs of the firm and the
firm can improve its capability to gain its business goals.
PESTLE factors:
Political risk is low in Singapore as Singapore enjoys the lowest political risk among
Asian countries. The common people elect the chosen representatives to lead the country.
However, fear of law limits the potential free speech in Singapore. Singapore has a vibrant
economy and it has the highest per-capita income in ASEAN countries. Singapore provides a
corruption-free economy (Tremewan 2016). This economy boost helps the organisation to grow
in the industry and the staffs will be provided training. Literacy rate in Singapore is high and the
organisations will get enough numbers of skilled employees and the customers also have good
purchasing power. In addition, IT infrastructure in Singapore is stable and the management uses
technology for providing training. The government of Singapore is also moving to make
electronic government era.
c. Horizontal integration:
Horizontal integration is the method of enhancing the production of services and goods at
the same part of the supply chain. The organisation can do this through internal expansion like
merger or acquisition. As stated by Al-Fuqaha et al. (2015), horizontal integration is the
acquisition of a business which is operating at the same level of the value chain. For the
organisations, horizontal integration is the competitive strategy which creates economies of scale
for the organisation and it increases the market power for the distributor. The organisations can

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do horizontal alliance by making a partnership with the companies in the contract; however, they
will remain independent.
d. Structure and culture
Handy model: Charles Handy defined four different types of culture within the
organisation. Within an organisation, power culture is related to a few persons whose impact
spread throughout the firm. Power culture is a strong culture and employees are judged by what
they achieve within the organisation (Shier and Handy 2016). Power control radiates from the
centre and the management takes swift decisions which are possible. Role culture within the
organisation is based on the rules and these can be highly controlled. Each of the members of the
organisation has their own set of responsibilities and roles. In role culture, people see the
delegated authorities within the highly defined structure. Task culture forms when the
organisation addresses a specific problem and for the organisation, the task is the most important
thing. The power within the team can be shifted and the status of the problem can be solved. In
task culture, teams are created to solve the problem (Glisson 2015). Person culture is related to
the individuals who see themselves as the superior and unique. The firms exist because of the
people work for the firm. In person culture, the employees believe themselves to be superior to
the business.
e. Adding value
Value creation is the fundamental aim of any business and it helps to create value for the
customers which help to sell their products while creating the value for the stakeholders (Tilahun
et al. 2017). Value creation ensures the availability of future investment of capital to the fund
operation. The organisations need to understand the factors which drive the value for the
customers and the firms also make out the value proposition. The organisations also create win-

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win situation along with identifying the customers and segments. In the legal market, the law
firms dramatically improve the alignment with the clients and they operationally and
strategically deliver the values to the clients.
f. Consideration of the associated L&D budget and costs of the proposals
Objectives: Objectives L&D within Wong Partnership are to focus on the future growth
of the organisation and to develop the employees as per the needs of the organisation. The
development process of the organisation helps the firm to fulfil future growth and it helps to
improve the organisational climate.
Learning outcomes: Learning outcomes of training support to the staffs of Wong
Partnership will be improved organisational climate and trained staffs. L&D within the Wong
Partnership will reflect the broad conceptual knowledge and adaptive vocational and generic
skills. This training will also focus on the results of the laws' learning experience. These learning
outcomes will also reflect the essential knowledge and attitudes.
Proposal of training budget and cost
Items Cost
Training manual S$ 2000
Certificate S$ 1200
Brochure S$ 2300
Institutional supplies S$ 1200
Outreach materials S$ 800
CIT coordinator S$ 1500
Equipment rental S$ 3000

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3. Analysis
Techniques and processes used in L&D needs analysis and focusing on how these could be
used in response to the scenario to determine KSA
Techniques and processes used in L&D needs analysis
Learning and Development need analysis is observed as a bit tough as there is no
standard way to conduct the training. L&D practitioners have the tacit knowledge to come up
with the right approach.
Interview of managers:
L&D practitioners need to understand that it is significant not to ask the managers about
L&D interventions they assume would be best for the staffs. The L&D practitioners would ask
the senior managers about what they need to gain in the coming quarter and what are the key
deliverables of their business plan. The L&D practitioners also check about challenges from all
the aspects in the last few months. During the interview to the managers, the L&D practitioners
can solicit about real-life examples. The meeting can be recorded for the future use and it would
allow the employees to look for the trends across the business.
Survey to the staffs:
L&D practitioners can get the quantitative data by doing the survey of the staffs and this
data provides the L&D needs of the staffs. This survey data provides useful information to feed

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into the analysis. During the interview, the L&D practitioners ask the questions on the subject
matter; however, the survey provides the genuine needs of the employees. The L&D
practitioners ask challenges faced by the staffs and the future challenges what they want to
mitigate. The future strategy of the organisation can be solved using the survey (Haibach et al.
2017).
Analysing the development plan of the target population:
The L&D practitioners don’t need to review the large numbers of development plan;
however, they can identify the key development requirements across the employee base. The
practitioners can do the textual analysis and they look for trends and discount for any plan. The
organisation needs to do the real needs analysis as the employees and managers decide for what
is the right solution.
Review key business metrics:
The management checks where the organisation is failing to measure success as the key
metrics leads to some hidden needs. The management is responsible for producing an annual
report and L&D practitioners must have the information in hand (Hedegaard 2017). The
responsible persons need to get information from the key departments.
How these techniques can be used to determine the KSA
Interview sessions will help the learners to get the knowledge, skills and ability of the
responsibilities which they have to perform in Wong Partnership. Before the interview session,
the employees may have the vague generalisation which would not allow the staffs to find the
trend across the business. Interview sessions will help to understand the challenges faced by the

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staffs. In addition, the survey helps to get useful information about the staffs and it would also
help to achieve the goals (Salas 2014). Survey within Wong Partnership will be a brilliant tool to
collect and analyse the general type of information. The staffs will be aware of the satisfaction
and needs. The development plan for the target population will lead to identifying the
requirements across the staff base. The staffs of Wong Partnership will understand the key
metrics of the business and the staffs will know about increased customer complaints and
increased absenteeism.
How these could be evaluated the achievement of objectives
Interview and survey to the staffs will help to identify the training needs and the L&D
practitioners can chalk out the training sessions. In the Wong Partnership, L&D practitioners can
design the development plan of the staffs after verifying the survey and interview. During the
survey session, L&D practitioners would understand the training needs of the staffs and they
would plan their training sessions and development method based on the survey and interview.
Wong Partnership sets the objective of improving the performance of the staffs’ skills and
quality; therefore, understanding the needs of the staffs through survey and interview will help
the organisation.
4. Design
Kolb's learning model and the application to the design of the L&D solution
Kolb explained experiential theory where learning has been viewed as a four-stage cycle.
The development stages of learning which Kolb identified are acquisition, specialisation and
integration. Acquisition stage is between birth to adolescence period and in this stage, learners
grow the basic abilities and their cognitive structure. Specialisation is the schooling stage and

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personal experience of adulthood. In this stage, learners grow with particular specialised learning
style shaped by educational, social and organisational socialisation. In addition, the integration
stage is associated with mid-career through later life and this stage shares the expression of non-
dominant learning style in work and personal life (Kolb 2014).
Diverging: (Feeling and watching –CE and RO)
The learners like this are able to look at different perspectives and this type of learners is
sensitive in nature. This type of learners prefers to watch at first rather than doing anything and
diverging learners try to gather information using their imagination. Diverging learners are best
at watching the concrete situation at several types of viewpoints. As stated by Renninger et al.
(2014), this type of people is diverging because people can perform better in different situations
which require idea-generation. Mainly, brainstorming people are diverging in nature and they
like to gather information as they are emotional in nature. In Wong Partnership, L&D
practitioners will try to find the diverging people who love to work in group and P&D
practitioners will listen to an open mind and they like to receive the personal feedback. L&D
practitioners need to know about divergent learners and they are endowed with various types of
personality traits which may separate the leaders from the general population. In Wong
Partnership, changes in teaching from the trainers can accompany with the restructuring of the
training plan, peer interaction and cooperative group learning.
Assimilating: (watching and thinking –AC/RO)
Assimilating learners believe in a logical approach, concepts and ideas which are more
important than the people. This type of learners likes to require good and clear explanation rather
than a practical opportunity. The learners excel in making out wide-ranging of information and

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the learners have the ability to make clear and logical format. People have the assimilating
learning style as they focus less on the people and they believe more in the abstract concept
(Dixon 2017). Assimilating learning style is very important for the general formal learning
situation and they prefer in reading. In Wong Partnership, L&D practitioners have to understand
the ability of the staffs in understanding the lectures and they can explore an analytical model
which has the time to think differently. In Wong Partnership, the trainers will take the approach
of delivering the concise along with logical approach which is based on abstract and ideas
concepts. Learners will take the assimilating type that requires clear argument rather than
practical comprehension. The trainers will make understand the learners about varied
information and it needs organising the logical format on appreciate or logic-based theories.
5. Delivery
Discussing the range of L&D methods available and focus on those you consider most
appropriate for delivery of the proposed response to the scenario
Leader-led: Staffs are the best ambassadors of the organisation and L&D practitioners
mainly believe in the internal knowledge of the staffs should be leveraged. Therefore, the L&D
practitioner can provide training to the team leaders so that the team leaders can provide justified
training needs regarding laws and regulation to the staffs (Bredekamp 2014). By working with
the leaders in Wong Partnership, leaders can nurture the upcoming talent to share their
knowledge. Leader-led learning and development method will be appropriate for Wong
Partnership as it is important to leave capability behind to enable the business to continue to
grow. This training to the leaders will actively look for better ways to improve the skills of the
staffs.