1. Provide an example of a learning plan for an individual. This plan might be for someone you work with. Alternately, it might be for a friend or family member who needs to or wants to obtain certain knowledge or develop specific skills to join the workforce.
a. The level of detail provided in the plan.
b. Whether the plan was created in consultation with the intended participant and how this consultation was carried out.
c. In general, how effective the plan was (or you believe will be) in achieving the stated goals. Explain why you think it will be or will not be effective.
2 Choose a topic around which you could create a development opportunity. For example:
a. A procedure that you need team members to follow.
b. A piece of information that you have to convey.
c. A skill that a team member needs to use.
Complete these steps:
• define the goal of the learning opportunity by completing this statement (use bullets if there is more than one goal): At the end of this learning opportunity participants will...
• des+cribe what you will cover—the learning/ training content
• describe the learners (eg age, experience, education level, industry in which they work)
• describe the methodology, activity or development opportunity that you will use—why you have chosen that methodology, activity or development opportunity
You need to create a range of activities. What activities would you create? Explain how and why these are relevant and useful.
What materials could be used to support the learning? Describe them or provide examples
3 Comment on the retrospect methodology of gathering feedback. (200 words)
• what it is and how it should be used
• how beneficial would it be in terms of building a learning culture
• how it could be applied in work based training
• whether it would work well in a situation where the training was not face to face
If necessary, conduct independent research
4 Provide an example of an activity in which you might be assessed as being:
a. Unconsciously incompetent (you will need to ask a friend or colleague to help you with this as you will not be aware of activities in which you are unconsciously incompetent).
b. Consciously incompetent.
c. Consciously competent.
5 Create a learning and development register that could be used to record training history and employee competency. What details should it contain? Who should manage it? Who should have access to it? Are there other ways that learning and development outcomes should also be recorded
• You can choose to base this project on an actual workplace such as your current or previous workplace, or you can complete the project hypothetically.
Your CEO is keen to make your organisation a learning organisation and has identified a range of priorities where they think improvements can be made. As a manager it is now your responsibility to take those organisational priorities and translate them into productivity improvements. You will need to create a training plan to be submitted to the CEO for approval. The plan should cover:
1. Identify training needs
Identify the top three priority learning and development needs of the organisation.
Identify the top priority learning and development needs of your team.
Document the specific goals and objectives of your intended learning and development program.
2. Determine the learning plan
Describe how you will collaboratively develop and get agreement on a learning plan.
List the learning delivery methods you want to use and explain why they are appropriate to the learning goals, and the learning style of participants.
Document the timeline and budget for the training.
List the equipment and resources required for the training.
3. Evaluate the result of the training
Document how you will determine whether the training achieved its goals.
Describe how you will record the resulting performance of the training participants.
List the tools you will use to encourage individuals to self evaluate their performance after having attended the training.
List the records of this training that you will keep and explain why.
. Project 2
• Brian Ellis, aged 57, has been driving for a taxi company for 14 years. He considers that he is a competent driver.
He has not been involved in any major accidents and believes that his trip times reflect efficiency and good driving skills.
However, the company recently conducted a client satisfaction survey. The results of the survey showed that the clients who responded felt uncomfortable with the speed and potential danger of Brian’s driving. Brian is unlikely to accept his driving skills need to be changed and he needs to learn new skills. How would you, as a manager, deal with a situation like this?
Although Brian is a long-term employee, the survey demonstrates a poor level of customer service skill. How would you approach this problem and what learning and development activities and materials could you possibly recommend? As his manager, how will you support Brian to make the necessary changes?
Also consider aspects of business operations, such as:
o anti-discrimination legislation
o ethical principles
o codes of practice
o health and safety