Unit 4, has covered four main topics:
- The traditional training-based approach to learning and talent development.
- The shift from training to learning, and its key implications for the work of HRD professionals.
- Some popular and effective alternatives to the traditional training-based approach, in particular action inquiry, peer learning and communities of practice.
- The more human aspects of learning and talent development, in particular resistance, identity and culture.
Over the course of this unit, a number of key themes have emerged, principally:
- The increasing attention being paid to learner agency - intervention producing a particular effect - and encouraging learners’ sense of ownership of their own learning objectives, journeys and outcomes
- The way in which this increased learner agency - action - makes two key aspects of the HRD professional’s role especially complex, requiring more nuanced thinking than is often implied in traditional training-based approaches, namely facilitation and evaluation.
- The value of using reflections on your own experiences of learning as your ‘tool-kit’ with which to plan, design, deliver and evaluate learning and talent development programmes for others.
Unit 5 focused on the
working life of the HRD professional. It has discussed the key issues of:
Roles and responsibilities
Stakeholders and networks
Business cases, budgets and evidence
Ethics
Diversity.
Consistent with the
other units in this module, it has asked you to reflect on your own experience
of organisational life to inform your thoughts and ideas about more formal
elements of HRD – a core aspect of experiential and practice-based learning.
