1. Handout 4: Learning opportunities and development plans
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Unit 204 (M&L 1): Manage personal performance and development
Handout 4: Learning opportunities and development plans

2. Introduction
Each industry and in turn each job within an industry has different learning requirements.
In some industries or jobs, there are learning requirements set by law where those carrying out a particular task must regularly update their skills, eg some tasks within the gas industry.
In most cases, though the learning requirements are dependent on the needs of the organisation or the individual.

3. Different learning opportunities
Off the job
distance learning
e-learning
evening classes
short courses covering specific requirements.
Distance learning, eg open learning study packs, online learning. In an administrative role possible subjects could be letter writing, computer skills, software use and learning, communication skills.
e-learning – where you undertake a course via the Internet at times suitable to you.
Evening classes, eg at college, private training establishment where the possible subjects could be as above offering an alternative method of learning these subjects more appropriate for those who prefer to learn with others and face to face with tutors. Recognised academic qualifications may also be offered.
Short courses covering specific requirements, eg first aid, suppliers courses.

4. Learning opportunities cont.
On the job:
coaching
learning by watching
in-house training
shadowing
moving through departments or job rotation.
What is available will depend very much on individual circumstances.
Coaching where someone will take you through the task and help or mentor you until they are satisfied you can do the task yourself.
Learning by watching – here you learn by watching someone who already knows the job and can show you how to carry out the task(s).
In-house training where you attend courses held internally to update you or teach you new skills.
Shadowing, where you work alongside someone to learn all aspects of the job.
Moving through departments or job rotation where you can gain experience of how other departments operate and expand your knowledge of the organisation. This is often used by organisations to train new staff or to develop existing staff with a view to promotion/in company progression.

5. Sources of information on career and development opportunities
management
Human Resources Department (HR)
Training and Development Department
intranet/organisation web site
newsletter
bulletin board
staff notice board.

6. External sources of information
trade unions
trade magazines
manufacturers and suppliers
government agencies
employment agencies
colleges
libraries
newspapers
internet.

7. Effective training
For training to be effective consider:
the learning styles
training methods (coaching, online etc),
the resources required
the focus.
Evaluation needs to then take place on whether the training that takes place has supported business goals and closed the skills gap.

8. Learning and development plan
This learning or development plan will be personal to you and considers the following:
What skills do you need for the job?
Your learning style – what is your personal learning style?
The learning activities offered by the organisation.
Many organisations regularly review the progress of staff through an appraisal system, and this will often result in a personal learning/development action plan (often called a personal development plan or a PDP).
What skills do you need for the job – do you already have these skills and just need to update them or do you need to gain new skills to do your job or to move on within the organisation?
Do you prefer to learn by doing or do you like to carry out research, learning the theory first before putting it into practice? It is important to acknowledge your learning style and if given the chance learn by that method.
The learning activities offered by the organisation – not everything you would want to do will be available so you need to consider what is available and what is necessary to do your job.

9. Honey and Mumford’s model identifies four learning styles activist
reflector
theorist
pragmatist.
It is important that you find out what type of learner you are to ensure that you select the method of development best suited to you.
An activist is the type of person who is likely to prefer to learn by doing. They dislike to learn theory or data preferring to consider how to do the work/activity/task in practice, or to learn through working with others. They are likely to consider an organisational procedure or process and then work out how it applies to the job. As the word activist suggests they like to carry out the activity – learn by doing.
A theorist is the type of person who likes structure in their learning. They are less likely to like the practice but like the theory. They enjoy reading and researching in depth about a topic, analysing and questioning before then starting something new.
A pragmatist is a practical type of person – a thinker and doer. A pragmatist is good at gathering all the information and then putting it into practice. They like learning that has practical outcomes – taking a theory and applying it to a real situation, making it work. This type of person usually prefers to study alone.
A reflector is likely to watch others, think about what they have seen and then try it out. As the word suggests they reflect – they sit back, watch, ponder on the situation, think it through and then carry it out.

10. SMART targets mean you ensure you set targets that are Specific
Measurable
Achievable
Relevant
Time related.
When drawing up a personal development/learning plan it is necessary that you focus and set yourself goals.
The use of SMART targets is important to ensure you complete the personal development agreed.
If you don’t set timescales for review or final completion you are likely to be less focused and aimless, possibly failing to achieve the proposed outcome.

11. Example learning/development plan

12. Review and update
Your personal learning/ development plan should be reviewed and updated regularly.
You should always make sure the activities you action plan are relevant to the job and don’t overload you.
A personal development or learning plan is important for both you and the organisation as it allows the development of staff to meet present and future business needs.