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The Big Picture

Discuss About The Preparation Of The Individual L And D Plan?

I am a senior in the graduate student. I can affirm that I am highly interested in management and related fields. I enjoy meeting people from the management fields and thus I feel comfortable to do project management Ion any organization.

Currently I am undergoing through a training program. I am very much eager to undertake the L&D plan. This has been the foundation for the enhancement or development of the professional competencies. This has been following the Chart of Competencies of API. This delivered the basis to develop and analyze the primary leadership and managerial competencies. The preparation of the L&D task has been a major one for me. This could not be treated lightly. The L&D plan has been the personalized program of research that I would be completing. This is the base document for the self-assessment and the review of the employer or our university to analyze my progress by the program.

This document presents the CSC or Civil Service Commission L&D Philosophy and Curriculum Framework that set the guidepost for all L&D interventions of the CSC. The report outlines the Big Picture, Industry-specific megatrends and challenges, Goals and Professional Values. It also includes the ethics and social responsibility, competency assessment, socio-cultural and Personal Competence. The competency assessment and the competencies needed and the proposed professional development program is also considered in this study.

The civil service Commission has been striving to one of the leading centers of Asia. This has been on the resource and organizational development within 2030. The necessity for establishing the L&D based on competency has been aligning to the goals of CSC. The aspirations have turned out to be highly and strategically crucial. The intervention of L&D has been delivering the strategic alignment between the workforce of CSC regarding the developing and learning of goals with the aims of this organization ("All about Training and Development (Learning and Development)", 2017). The L&D plan based on competency has been helping the supervisors, managers and executives of CSC saw the clear view between the goals of the organization. This also includes the competencies with which the workforce of SCS required to analyze. Moreover, they also need to consider why the supervisors, managers and executives needed to carry out for encouraging and supporting the demonstration and acquisition of the behaviors. The careful and evidence based designed plan for the L&D has been useful to attract and retain the required talents at CSC. They need to keep them motivated to do performance along with the service efficiency (Kolb, 2014). The project objective has been needed to recognize the required L&D interventions. This includes how they could help their workers align their performances with the mission of CSC and the strategic objectives and goals. This also includes how they shut the current competency gaps. This is particularly those who have been pertaining to the MCC or “mission critical competencies” and present the strategies to help the supervisors, managers and executives to support the latest learning and then encourage the illustration of the new behavior at the workplace.

Industry-specific Megatrends and Challenges

CSC would be investing in the development and training of their staff for ensuring that they have been qualified and skilled workforce meeting the needs currently and the future. These include the following.

  • Valuing their employees as the assets.
  • Assuring that the processes have been in place for improving the performance of the present role of the employees;
  • Assuring that the most efficient usages are made of the employee’s natural abilities through developing the capabilities and skills for the organization’s profits and the further career (Renninger, Hidi & Krapp, 2014).
  • Assuring that every training and opportunities of development gain the business aims and the impact is reported and measurable.
  • Assuring that every development and training has been in line with the core vision and values of the organization.
  • Assuring that every worker has been aware of the scopes that are available to them.
  • Assuring than most of the development and training scopes on the profession and make use of the expertise and internal resources or those offered by the members of the organizations where that could be.
  • Giving emphasize that the roles to develop and learn has been shared between every organization and individual (Nelson, Lau & Jarcho, 2014).

The L&D strategy has been covering the development of the necessities of the employees from the entry to exit of the organization. This includes the induction, processes and procedures, training in the operational tools, the job-related development continuously, preparing new roles and development of team. This also includes the organizational development, controlling the transition and change and preparing to exit the organization via retirement (Newton, Becker & Bell, 2014).

The responsibilities to develop and learn have been jointly shared among the managers and the staff. The members of the staffs have been desired to avail of the related learning scopes for enhancing the scopes for their career progression. The line managers have been playing a vital role to create the environment where the employees could enhance their performance. Thus they could support the team and the organizational aims through the developing of the following.

  • The L&D objectives that are linked to the outcomes of measurable performance.
  • The opportunities on job for applying the latest knowledge and the skills gained.
  • Creating the safe environment of learning to unlearn the undesirable behaviors or skills and where the new skills could be applied and developed.
  • The team and individual feedback on the regular basis.

The strategic aims have been set by the executive team. They have been providing the framework regarding core knowledge, behaviors and skills needed by the organization. The business objectives have been translated to the annual plans of business by the support, campaigns and regional functions. The annual plans must deliver the basis to assess the needs of development at the team level. This every business plan of every team must be accompanies by the L&D plan of the team (Newton, Becker & Bell, 2014). 

The business at the community has been operating at the review system annually providing the opportunity for assessing the individual performance, setting objectives for the next year and supports the achievement of them via the personal development plan that is agreed between the employee and line manager. Any L&D requires the identification at the review of performance that is linked clearly to the business goals.

The line managers and managers must use the time at the performance review and the one-to-one review for discussing the training that took place. This includes the identification of where it helped to develop performance at the both team and individual level where suitable (Cohen & Salapatek, 2013). They must look at the activities of future development that are needed for helping the individual in the respective job role.

The team meetings must be utilized as the scope to share the effect of the formal training, the on-job training and the coaching. It must be looked how it has implemented contribution for the developed performance of the business in the team (Kolb, 2014).

Scope of Learning

The directors must be expected to provide report two times a year on the activities of L&D that took place under the teams. This also includes the impact for facilitating the evaluation of the L&D at the organizational level.

The business in this community would develop the plans and polices under the system of the investors in the people standard and found to retain the accreditation.

The organizational change has been more common than before. The dealing with the changes because of the staffing, budgets, technology, acquisitions and mergers has been the most challenges that are cited.

Various working environments have been more complex, demanding and diverse. This has been crucial for the organizations for developing the leaders at every level. This includes from the front lines to CEO for supporting the success (Newton, Becker & Bell, 2014).

The professionals have been communicating the values of development and learning. Very often the other emergency priorities and tasks have seemed to be winning out. This has been the challenge for getting the learners to actively participate, follow through and attend.

CSC has been developing hardship in delivering continuous training. The most general problems include the translation issues, needs of virtual training and increased costs.

The discovery of the sustainability and sickness of the training program has been challenging at the best. The professionals of L&D must seek and implement the efficient way for ensuring the skills that are applied and learnt in the actual working scenario.

The training of the leaders to handle the conflicts has been hard. The conflict management has been a complicated skill and have been affecting deeply on the success of the organization during lacking. The conflict could raise the turnover and deduce the employee morale and influence the well-being and longevity of the business.

It has been crucial for the professionals to deliver the quantitative assessment regarding how they could train the programs that have been influencing the company. It has been difficult to figure out which metric to use and how to include them into the post-training analysis. This also includes when and how to do the follow up and the manner in which they could adjust the further training on the basis of the outcomes.

The training of the leaders has been important effectively. There have been various topics to cover and might need the distinct delivery methods for solid development of skills to take place. This has been crucial to ask the proper queries and recognize the estimated results while planning every sessions of training (Nelson, Lau & Jarcho, 2014).

Responsibility for Learning

This has been the job of the senior leadership to identify the activities that are worth-finding. This has been paramount for the professionals to analysis the values at bottom-line for getting the buy-in from the leaders. To keep learning and developing as the highest priority in the organization has been hazardous.

 Adapting Training to Millennial:

The conventional methods of training might not work in the case of millennial. The current generation might be proficient technologically. However they have also been tending to lose the lack of crucial skills like communication, relationship building and diplomacy. This has been also hard to deliver training to various generations (Cohen & Salapatek, 2013).

The ultimate goals in L&D plan for CSC are discussed hereby.

Realizing the importance:

CSC needs to be aware of the business. It needs its professionals to be a credible advisor to influence the talent and the business decisions (Kolb, 2014).

Evaluate run vs. grow: 

While learning the first launched analysis, there has been the restricted visibility on whether the formal learning activities have been spent on the abilities. These have been needed to keep the highlights on the activities that might differentiate the performance in this marketplace.

Analyze demand vs. consumption:

The numbers have been talking, the quantification of the learning demand has permitted to make comparison about how much has been asked for demand and how much has been consumed. The previous two years showed the request on business unit on an average of six days training every year (Nelson, Lau & Jarcho, 2014).

The founding of the proper architecture for leveraging the flexibility of the technology enabled study has been complicated. This is to execute more versatile leaning approach of delivery. This has contributed to the implementing of the learning management system as the basis of the learning delivery.

Focus on leader-led training: 

While the senior leaders have been setting the training agenda, the ability to build more often has been explicitly related to the immediate goals of business that as the other groups. This got translated to the implementation of various tactics like clarifying the line manager’s role, learning design and governance (Nelson, Lau & Jarcho, 2014).

Going beyond the classroom:

While implementing the latest approach of the customer based planning, CSC need to break the course into ten complementary modules. Between every module there lies a “homework” that is important for the customer. This includes the analyzing of the customer and the customer data for identifying the growth opportunities.

Planning Learning and Development

The ethical development has been delivering few understandings regarding how CSC has been interacting under the system of social performance. The institutional economics has been suggesting that the cultural factors in the standards of the society have been ultimately regulating the conduct of the professionals on the basis of the identified norms. CSC has been often enforcing the standards with the licensing, education and the certification process and the corporate alignment with the guidelines that are institutionalized. These have been highly encouraged ("All About Training and Development (Learning and Development)", 2017). Hence CSC highlighted the fiduciary relationships, intellectual tradition and the public purpose involved in a specific task or the occupational setting.

The profession has been turning into an important normative reference group whose norms, values and the definitions of the proper professional conduct has been serving as the guides. This is by which the practitioners of CSC has been performing and organizing its work. The professional and ethical standards must also instill within the employees, the higher appreciation for the social and ethical responsibility. Thus it raises the commitment towards the norms of ethical behavior prescribed in the occupation (Newton, Becker & Bell, 2014). This is referred to as the rights and the interest of the others as the equilibrium of the professional conduct.

In the panoply of the cultural diversity as encountered due to the outcome of current rising of geographical mobility and technology enhanced globalization, the issue of cultural competence comes into being.  There has been no one accepted definition the personal competence. However it has been seen as the ability of a person to understand individuals from various cultures and engage effectively with them. The elements that have been contributing to the ability of CSC to turn into more culturally competent are the valuing of diversity and possessing the ability to self-asses the culture (Renninger, Hidi & Krapp, 2014). This also includes the being aware of dynamics inherent in the cultural interaction and having the institutionalized knowledge of culture. Lastly it also includes the adapting of service delivery for reflecting the understanding of the cultural diversity.

While seeking to measure anything as intangible as the cultural and personal competence, the L&D must undergo through the assessment of the following criteria.

Awareness: This consciousness of the reaction towards the people different from them.

Attitude: The distinction between the training and the rise in the awareness of the cultural belief and bias in general and training those participants to analyze their individual values and beliefs regarding cultural differences (Kolb, 2014).

Evaluating the Impact of Learning

Knowledge: The researches on social science suggest that the beliefs and values regarding the equality might be inconsistent with the behaviors and CSC might not be unaware of this. By knowing that this has been playing a crucial part, it would develop the cultural competence.

Skills: The practice of the communication skills along with the non-verbal and linguistic skills of communications has been tending to vary from various culture to culture.

Technical or Technology Training:

The technical training has been needed for the L&D plan at CSC. This kind of training has been meant to teach the employees with the technological aspects of the jobs. This could include the teaching of someone the manner in which they could use the computer systems for ringing up the customers.

Quality Training:

At CSC the quality training has been important extremely. This indicates the familiarizing of the employees with the ways to prevent, detect and eradicate the non-quality products (Renninger, Hidi & Krapp, 2014).

Skills Training:

This kind of training considers the proficiencies required to actually do the tasks.

Soft Skills Training:

The next kind of training is known as the training of the soft-skills. This indicates the social graces, personality traits, personal habits and the communication needed to characterize the relation among various people.

Professional Training and Legal Training:

In L&D at CSC, the professional training has to be done on the current basis. This kind of training has been needed to be upgraded in the individual professional field.

The cost and the necessity for justifying the L7D expenditure is the one is a range of factors. This has been coinciding to the radical changes in the way CSC has been approaching the development of people. At the same time there is the need for delivering the broader range of developing scopes. These are designed to help CSC to react quickly to the developing market scenario. This is a factor that is only added during pressure.

The next factors are driven through the changes in technology. This is the e-learning. This is well established now. This brings with it the entire latest sets of protocols. These have been in terms of providing development opportunities ("All About Training and Development (Learning and Development)", 2017).

Lastly there is the discernible change in attitude in the manner in which the CSC has been developing, hiring and managing its talent of sales. This happens when they identify the important competitive benefits that have been inherent in the organizations that generate revenue. This identification of the significance of selling and the sales management speeded to the professional, academics and legislators bodies (Renninger, Hidi & Krapp, 2014). This happens when they unite at the long last to find the creation of system around the business as the career. Then they again reflect the significance of generation of revenue in the context of current global economy.

Investors in People

The primary core areas have been the cultural competencies and the socio-cultural competencies and the professional development competencies. Next this includes the teaching strategies and methods. This includes the expected workload, the developing of the course objectives and the graduate attributes. Then there is the schedule of teaching and learning activities. This includes the continuous improvement and student feedback. This also includes the prescribed and the recommended readings. Lastly there is the assessment information. This includes the assessments regarding overview, groups, submitting, late submission, receiving marks, moderation and changes to the assessments (Kolb, 2014).

The secondary core areas include the policies. This further considers the academic integrity with the professional standards. There are also other relevant forms, procedures and policies involved. Next in the secondary core area there has been the student support. This includes the supports regarding learning and academic technical and the student services.

Summary and Conclusion:

The L&D plan based on competency has been helping the supervisors, managers and executives of CSC saw the clear view between the goals of the organization. This also includes the competencies with which the workforce of SCS required to analyze. Moreover, they also need to consider why the supervisors, managers and executives needed to carry out for encouraging and supporting the demonstration and acquisition of the behaviors. CSC needs to be aware of the business. It needs its professionals to be a credible advisor to influence the talent and the business decisions. While learning the first launched analysis, there has been the restricted visibility on whether the formal learning activities have been spent on the abilities. These have been needed to keep the highlights on the activities that might differentiate the performance in this market place.

The numbers have been talking. The quantification of the learning demand has permitted to make comparison about how much has been asked for demand and how much has been consumed. The previous two years showed the request on business unit on an average of six days training every year.

The founding of the proper architecture for leveraging the flexibility of the technology enabled study has been complicated. This is to execute more versatile leaning approach of delivery. This has contributed to the implementing of the learning management system as the basis of the learning delivery.

While the senior leaders have been setting the training agenda, the ability to build more often has been explicitly related to the immediate goals of business that as the other groups. This got translated to the implementation of various tactics like clarifying the line manager’s role, learning design and governance.

Dealing With Change

CSC highlighted the fiduciary relationships, intellectual tradition and the public purpose involved in a specific task or the occupational setting. The profession has been turning into an important normative reference group whose norms, values and the definitions of the proper professional conduct has been serving as the guides. This is by which the practitioners of CSC has been performing and organizing its work. The professional and ethical standards must also instill within the employees, the higher appreciation for the social and ethical responsibility.

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