HR Learning & Development: Supporting Managers and Staff

Introduction to Learning and Development

Learning development — often called training development — is one of the most significant components of our work and lives. Many people perceive training as an activity that produces or results in learning. Learning itself is understood as the acquisition of new competencies, abilities, skills, and knowledge. We highly value learning in our culture. Although many of us have undergone a series of learning processes, we are still not always equipped with the knowledge needed to carefully model an approach to training and development. This topic encompasses a great deal of information illustrating the main components of training and development and how they are linked to one another.

The field can also define, formally or informally, how training and development satisfies the needs of individuals and organizations. Training and development are divided into several major components. The ones most familiar to us are other-directed forms and formal learning and development, which include strong attention to the systematic structure and assessment of learning — particularly as applied in schools and structured workplace settings.

Formal and Informal Learning Approaches

There is an irony in this field: the most popular forms of learning and development are informal and self-directed, yet they exist without a systematic model, formal assessment, or many expert guides to lead us through such experiences. Learning and development encompasses many approaches and activities. We most readily think of formal methods — attending lectures or courses, for example.

Nevertheless, many forms of learning are informal and unstructured. Recognizing this broadens the possibilities for intentional learning and for modeling training programs for employees. The profession of training and development has witnessed dramatic improvements, particularly with the inclusion of web- and computer-based technologies for learning. Beyond individual learners, the concept of learning has expanded to include groups and entire organizations. Although organizational learning and knowledge management are relatively recent fields, many practitioners argue that structured learning and development programs remain essential. Some emphasize various forms of performance management; others focus on the broader learning culture. Both topics are dynamic and wide-ranging, and are sometimes described as movements in the field (Wilson, 2005).

HR and Line Manager Collaboration

Human resources should align its workforce with line managers so that both parties can focus on ensuring the organization achieves its goals. When the two functions are combined effectively, line management becomes proficient in tactical human resource functions. This creates capacity for HR professionals to commit more time to strategic human resource management (Mayo, 2004).

The main function of human resource management is to support the workforce needs of the organization. HR professionals and line managers are expected to communicate frequently and regularly to determine the skills and qualifications required for seamless departmental operations. When a vacancy arises in a line manager's department, an HR recruiter or employment specialist reviews the job description for accuracy and required competencies. During the selection and recruitment process, HR advises line managers on identifying qualified candidates and understanding the capabilities of their department staff (Wilson, 2005).