Organisational Implications of Coaching

Jane Stubberfield
By the end of this session you will be able:

 Identify the factors involved in a learning and

development strategy
 Discuss methods for ensuring strategic alignment
 Evaluate models for creating a learning and
development strategy
Learning and Development Strategy

“So we have to ask ourselves are we being driven

seriously by identified business needs, or are we
making our own interpretation of what we think the
organisation needs?”

Mayo, A., (2004), Creating a Learning and Development Strategy: The HR

Business Partner’s Guide to Developing People, CIPD
Impact of L & D on Business
Performance Exercise

• In what ways does learning and

development impact on business
1 performance?

• How should HRD departments be

involved in developing business
2 strategy?
Effective Employee Organis- Business
learning and performance ational performance
development •Ability performance outcomes
•Motivation •Cost
•Opportunity effective HR
improves investment
•Labour
productivity
drives •Product /
service
quality
Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD
Vertical alignment

Horizontal alignment
 How much does the learning and development
strategy of an organisation align with the overall
human resources strategy?

 How much does the learning and development

strategy of an organisation align with the overall
business strategy?
 How much is the learning and development strategy
aligned with the other human resources practices and
policies?

 When adjustments are made in one area are they also

made throughout the human resources function?
Agree on the strategy-making team

Clarify organisational mission

Explore core values

Carry out SWOT or PESTLE analysis

Agree L & D strategy and strategic plan

Harrison, R., (2005), Learning and Development, CIPD

 Strategic Analysis Strategic Goal Setting
SWOT Growth
Core competencies Customer satisfaction
Environmental studies Profitability
Market projections Market share

Implementation
Chosen Routes to the Goals
Leveraging resources
Resources
Progress measurement
Systems and processes
Conflict resolution
Capability
Change management
Partnership

Mayo, A., (2004), Creating a Learning and Development Strategy, CIPD

 • What are the advantages of having a
fully integrated learning and
1 development strategy?

• What are the key factors to consider

in creating a fully integrated learning
2 and development strategy?
References

Mayo, A., (2004), Creating a Learning and Development Strategy: The HR Business
Partner’s Guide to Developing People, CIPD

Jarvis, J., Lane, D., and Fillery-Travis, A., (2006), The Case for Coaching, CIPD

Harrison, R., (2005), Learning and Development, CIPD

This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE
as part of the HEA/JISC OER release programme.
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Author Jane Stubberfield

Institute University of Plymouth
Title Learning and Development Strategy
Description Creating a fully integrated learning and development strategy
Date Created 17.01.2011
Educational Level 7
UKOER, LFWOER, Learning from WOeRK, UOPCPDLM, Continuous
Professional Development, CPD, Work-based Learning, WBL, Learning,
Keywords development, strategy, alignment, business performance

©University of Plymouth, 2010, some rights reserved