Key points
The changing face of learning and development
Over the past 20 years, focus has shifted from ‘training’ to ‘learning’ in terms of the language and practice of employee development. A range of other techniques – coaching, mentoring, action sets and more – now complement instructor-led, classroom-based training courses.
Increasingly, individuals are asked to take greater personal responsibility and control over their own development, through self-directed study, Continuing Professional Development (CPD) or individualised training budgets.
Profile looks at how your organisation’s approach to learning and development has embraced these changes, applying techniques flexibly to meet the needs that leaders, managers and team members have identified.
These approaches reflect a shift from a view of training as a series of one-off events or the achievement of a qualification, towards a more long term view of continuous learning, alongside and part of everyday work. Concepts such as ‘lifelong learning’ convey the idea familiar to many employers that development activities at work should aim to support the learner in continuously updating their skills, using mechanisms such as feedback, self-evaluation, trying new skills and experiences, and guidance from peers and colleagues.
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