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If your learning and development programme isn't intimately linked with your organisation's business strategy, you are not adding value. Worse, you are actively destroying it.If you can't show line managers how your training programmes will help their teams meet their objectives, what chance do you have that they will take you seriously?Obviously, you want employees who can meet the needs of your organisation. You want senior management to ask your opinion. You want your people development programme to make a difference. To do this, you need to be able to create and implement a learning and development strategy that is aligned to your business strategy. You need to be able to make the case for investment. You need to be able to showthat you can deliver results.
Table des matières
** Chapter - 01: The Context of a People Development Strategy; ** Chapter - 02: The General or 'Umbrella' Strategy; ** Chapter - 03: Supporting Today's Priorities; ** Chapter - 04: Strategies for Professional HRD Management; ** Chapter - 05: Prioritising and Resourcing; ** Chapter - 06: Return on Investment; ** Chapter - 07: Marketing and Political Considerations
A propos de l'auteur
Andrew Mayo is Professor of Human Capital Management at Middlesex University Business School and a Fellow and Programme Director for the Centre of Management Development at London Business School, UK. He is also Director of Mayo International Learning Ltd, a consultancy specialising in developing human capital.
Résumé
Align your L&D strategy to the overall business strategy to benefit employees and the organization as a whole
