INTRODUCTION

Planning is a process of developing strategies to accomplish the goals. Planning in

organizations provides a logical framework approach to the goal. It helps to improve the

performance of the company. Planning, learning and development is becoming

increasingly important in all organizations to become successful in the present

competitive world. There are various planning models like strategic planning, Issue

based planning, alignment planning, scenario planning, organic planning etc.., People

have to continue learning to develop their skills along with the changing world. Learning

theories like behaviorism, cognitive, constructivism, design-based and humanism

theories will help in understanding the importance of the L&D in the organization. The

concept of identifying and analyzing the importance of training and learning is

necessary at different levels. The various theories and models have a functional

involvement for L&D research and practice. However, all the models present only a

partial imminent in actual workplace. Learning and development is concerned with how

the individuals can gain the knowledge and skills which will assist them to execute the

performance well in his future career. Planning is very important and has to be done

properly to attain a goal of the organization.Development occurs as a result of the

learning,coaching,mentoring,training,planning etc..The motivation of learning and

development may differ in individuals depending on their goals.Through Learning

people should change from what they were and should be able to produce a proper

output.

Learning and Development

Learning is a system that aquaints people with the material and technology

needed.It helps them to use the material in an approved manner.To perform the

assigned task,all the employees need to apply the unique technology governing

their tasks.

Development is a trajectory of an individual or an organization which takes place

as a result of learning and may be through experience or suppoerted by

training,education and other work place based activities.

Management development planning term refers to the activities involved in

enhancing leaders', managers' and supervisor's abilities to plan, organize, lead

and control the organization and its members. Consequently, many view the term

"management development" to include executive development (developing

executives), leadership development (developing leaders), managerial

development (developing managers) and supervisorial development (developing

supervisors).

Management development is an effort that enhances the learner's ability to

manage organizations. Managing includes activities of planning, organizing,

leading and coordinating resources. A critical skill for anyone is the ability to

manage their own learning

The main purpose of learning and development as a process is to help

collective improvement through the joint and expert stimulation and facilitation of

learning and knowledge that support business goals,develop individual potential

and build on diversity.

Leaning and development provides a wide range of activities to improve the

capacity of the individual. L&D can be designed to deliver specific skills in a short

time to meet an immediate need or can be designed to attain broader

requirements over a longer period.

Theories surrounding Learning

There are various theories surrounding the learning and development which include

Behaviourism theories

Cogtnitivism theories

Humanism thories

Social and situational theories etc..,

There are different roles for all the theories in the individual development.

The key concepts(main purpose and view point) of these theories can be

compared in a tabular column for better understanding of the importance of the

learning theories in the development of an organization or an individual

Aspect Behaviourist cogtnitivist Humanist Social and

situational

Learning

theorists

Thorndike,

Pavlov,

Watson,

Guthrie, Hull,

Tolman,

Skinner

Koffka, Kohler,

Lewin, Piaget,

Ausubel,

Bruner, Gagne

Maslow,

Rogers

Bandura, Lave

and Wenger,

Salomon

View of the

learning

process

Change in

behavior

Inner mental

process

(including

insight,

information

processing,

memory,

perception

A personal act

to fulfill the

potential of an

individual.

Interaction or

study in social

contexts.

Movement from

the periphery to

the centre of a

community of

practice

Locus of

learning

Stimuli in

external

environment

Internal

cognitive

structuring

Affective and

cognitive needs

Learning is in

association

between people

and

environment.

Purpose in

education

Produce

Behavioral

change in

desired

direction

Develop

capacity and

skills to learn

better

Become self-

actualized,

independent.

Complete

participation in

communities of

practice and

utilization of

resources

Educator's or

trainer’s role

Arranges

environment to

extract desired

response

Structures

content of

learning activity

Facilitates

development of

the whole

person

Works to

establish

communities of

practice in which

conversation and

contribution can

occur.

The needs analysis model of McGehee and Thayer suggested that the research should

be done at different levels

a) Individual level analysis:- Analysing the performance of an individual

b) Job level:-Identifying the amount of knowledge and skill required for a specific job

c) Organizational level:-Analyzing the requirement of training in the organization.

PLANNING:

Planning consists of some essential and significant aspects to be considered, which

include goals, strategies, resources, objectives, tasks etc.,

Goals:

Goals are the important aspects that should be accomplished in total by the

organization. Goals are mission of an organization.

Strategies and achievements:

To achieve the goals in the organization strategies should be planned and followed.

Strategies are the processes in the system.

Objectives:

Objectives are specific targets that must be accomplished to achieve the goal in total.

To achieve the goals, objectives are the milestones, which should be implementing the

strategies.

Tasks:

In organizations people are usually assigned with various tasks to implement the plans.

If the scope of the plan is small then the responsibilities and activities are essentially the

same.

Resources:

Resources in an organization include people, material, technologies, money etc.., which

are required to implement the strategies to accomplish the goals. Costs of these

resources are estimated in the form of budget.

Planning models

There is no one perfect planning model for each organization. All the

organization ends with developing their own environment and model of

planning, often by selecting a model and modifying it as they go along in

developing their own planning process.

The models like strategic planning, Issue based planning, alignment planning,

scenario planning, organic planning etc.., provide a range of alternatives from

which organizations might select and start to develop their own planning

process.

An organization might choose to integrate different planning models, e.g., work

force planning model in an organisation is used in developing and retaining the

staff. Using a scenario model to creatively identify strategic issues and goals,

and then an issues-based model to carefully strategize to address the issues and

reach the goals.

Planning determines the future of the organization. The focus of strategic

planning is mainly on the entire organization, while the focus of the business plan

is usually on a service, product or program.

The planning is developed depending on the nature of the leadership, size,

capability of planners etc.., in the organization.

Development of the planning greatly helps to clarify the organization's plans and

make sure that key leaders are all "in the same play".

The process of planning is more important than the strategic plan document.

1. Basic strategic model

Basic strategic model of planning is a very fundamental process is normally

followed by organizations that are enormously small, busy, and have not done

much planning before. Planning is usually conceded out by top-level

administration. This basic strategic planning process includes:

a. Identifying the function of the organization (mission statement) - This

describes the organization its basic purpose. The statement should explain what

are the client needs are and what are the services expected by them. The top-

level management should develop and agree on the mission statement. The

statements will change over the years.

b. Selecting the goals the organization must achieve - Goals are about what the

organization need to accomplish to meet the purpose.

c. Identify specific strategies that must be implemented to reach the goal - By

closely examining the environments of the organization or by conducting PEST

and SWOT analysis specific strategies should be implemented to accomplish the

goals

d. Implement the action plans for each strategy - These are the definite actions

that each department must undertake to make sure that the implementation of

each strategy is done properly. Objectives should be clear, to the extent that

public can assess if the objectives have been met. The top management should

ideally develop detailed committees that each has a work plan.

e. Monitoring the plan - Planners frequently reflect on the level to which the goals

are being reached and whether the action plans are being implemented correctly.

The most significant indicator of accomplishment of the organization is the

positive feedback from the customers. Monitoring requires existing and

appropriate data. When the plans are not being implemented according to

targeted time, corrective actions must be implemented to reach the target.

2. Issue based Model

Organizations that start with the “basic” planning evolve to using this wider ranging and

more efficient type of planning.

Issue-Based (or Goal-Based) Planning

The organizations may not perform all the following activities every year.

1. External and internal measurement to identify “SWOT” and “PESTEL”.

2. Calculated analysis to classify and prioritize major issues and goals.

3. Design most important programs to address issues and goals.

4. Design and update idea, mission and principles. Some organizations may do follow

this step first in planning.

5. Establish action plans for implementing the plans.

6. Document the analysis, issues, goals and action plans of the organization.

7. Develop the yearly Operating Plan record.

8. Develop and approve financial plan for year one.

10. Monitor, estimate and update Strategic Plan document

3. Alignment Model

The main principle of this model is to make sure that there is a strong alignment

between the organization’s mission and its resources to efficiently function the

organization. This model is useful for organizations that require altering strategies and

finding out the problem during the function of a plan. An organization plans to choose

this model if it’s facing a large amount of issues.

4. Workforce planning model

Effective workforce plan is an important tool to identify appropriate.

An organization that does not plan its future is not likely to have one

-Ronald Gunn,

Management consultant, strategic futures consulting group.

_______________________________________________

Effective workforce plan is an essential tool to identify suitable staffing levels and

validate budget allocations so that organizations can accomplish their objectives.

Workforce planning is a efficient process for identifying the human capital necessary to

meet the organization goals and developing the strategies to meet their requirements.

_____________________________________________________________________

To accomplish my mission, I must have talented people in the

right jobs with the right skills at the right time and in the right

way.

-Janice

Lachance,

Director, U.S office of personnel

Management

Workforce planning model

Summary of work force Planning Model

a. Set Strategic direction

This step involves linking between the workforces planning process with the

organization strategic plan.

The main purposes of workforce planning are to ensure that an organization has

the required workers to support their mission and strategic plan. Those

responsible for workforce planning should identify the organization’s mission and

the objectives of its strategic plan

b. Analyze workforce, Identify skill gaps and conduct workforce analysis

Analysis of workforce data is the main element in the workforce planning process.

Workforce analysis usually considers information such as occupations, skills and

experience, retirement eligibility, diversity, turnover rates, and trend data.

c. Develop and implement action plans

Implementation brings your workforce plan to life. You may need a separate action plan

to address the implementation of each strategy in the workforce plan.

The workforce plan should be implemented in connection with the requirements of the

organization’s strategic plan. If the strategic plan changes due to unanticipated

customer, leadership, or legislative changes, adjustments to workforce plan strategies

may be necessary.

d. Monitor, Evaluate, and Revise

The evaluation and adjustments are very important in workforce planning and are keys

to continuous improvement. Although a workforce plan should cover five years, it should

be reviewed annually. If an Organization does not regularly review its workforce

planning efforts, it runs the risk of failing to respond to unexpected changes.

GENERAL STEPS IN PLANNING PROCESS

Step No. Activity Human resources concerns

1 Identify the mission of

the organization

Identifying the mission and managers should publicize

and support the end result: a philosophy to guide

decision-makers.

2 Scan the environment Managers should know what’s going on in the

organization

3 Analyse the situation SWOT and PESTEL analysis is usually done to analyse

the current situation of the organization.

4 Determine long term Results of the SWOT and PESTEL analysis will help in

goals setting the goals that are concerned with the mission.

5 Establish the strategies Strategies are developed to attain the goals of the

organization

6 Identify interim

objectives

The amount of work to be done in the short term to reach

the long term goal should be considered. Human

resources staff should assure that a full complement of

properly trained staff are available

7 Assign time lines and

responsibilities

Objectives will not be accomplished unless persons are

held responsible to address them. Often the tasks must

be accomplished in addition to other responsibilities. If

they are not properly managed, it can create difficulties

and stress and delay achievement of objectives.

8 Communicate the plan The long-term plan should be communicated to

employees as it should progress in attaining The

managers’ help with communication of activities and their

support is important.

9 Monitoring the plan

and taking correct

actions

Monitoring requires existing and appropriate data. When

the plans are not being implemented according to

targeted time corrective actions are essential. The role of

managers in this step depends on the accomplishment of

target that required corrective action.

10 Acknowledgement of a

successful plan

Responsibility cannot be delegated, but achievement is

not possible without the efficient performance of one’s

subordinates. The managers should be responsible if

plans are not accomplished and plans can only be

flourishing because of the assistance and help of the staff

members who are involved in the work.

Acknowledgements like compensation, increase in the

salary (bonus) are examples of execution of celebrations.

11 Continuing the plan- The planning process should be part of a progressing

ning process plan. If a five year planning prospect is used. Every year

planners should move forward to additional year into the

planning prospect, so that there are constantly long term

goals.

Example of Planning learning and development in APS(Australian

Public Service)

Efficient and effective achievement of government outcomes by Australian Public

Service (APS) agencies depends on the capabilities of their people. Capability building,

which is central to organizational performance, requires a systematic management

approach to learning and development as an integral part of workforce planning.

Key drivers of learning and development in the APS

The expectations for more reactive and available government services have led

to different ways of delivering services by the APS. This system required novel

skills, altered work practices and changed cultures. The demand for core public

service skills remains same. The focus in learning and development has shifted

as a result, with more emphasis on producing a flexible and adaptable workforce

underpinned by a re-emphasis on sound administrative and financial skills.

Shifting attitudes of today's workforce towards learning and development also

require a changed response by organization, reinforcing the need to provide

continual learning and development in order to attract and retain staff and to be

an employer of choice.

The changing size, nature, career intentions and patterns of new entrants and

increased lateral engagement of older people, require a more structured

approach to learning and development. The APS also faces increased

competition for new entrants into the labor market and pressures on the retention

of skilled employees.

An increased emphasis by the Government and Parliament on performance

improvement and accountability for the effectiveness of learning and

development outcomes and expenditure, in a more devolved environment,

requires rigorous analysis and reporting on learning and development.

Key enabling features in managing learning and development

Everyone has a responsibility in managing learning and development to achieve

outcomes efficiently and effectively.

Learning and development are critical processes for enhancing productivity and

organizational performance. Research shows high-performing organizations in Australia

and overseas share certain features in relation to learning and development as follows:

They align and integrate their learning and development initiatives with corporate

and business planning by reviewing existing activities and initiating new learning

programs to support corporate plans.

The corporate culture supports these initiatives and addresses cultural barriers to

learning.

They focus on the business application of training rather than the type of training,

and they consider appropriate learning options - de-emphasizing classroom

training and allowing staff time to process what they have learned on the job

consistent with adult learning principles.

They evaluate learning and development formally, systematically and rigorously.

Approaches to people management in the APS

The principles in this guide are regardless of the framework adopted by organizations.

Whatever broad framework is adopted, effective learning and development requires a

systematic and structured approach driven from the top if it is to be successful.

Evaluation of the impact people development has on the organization

“The most common reason for evaluation is to determine te effectiveness so future

programs can be improved”says Donald.L.Kirkpatrick in supervisory Training and

development.L&D efforts are normally evaluated can be divided into three major

categories:

Contribution to organizational goals,

Achievement of learning objectives and

Perceptions of the learners and their managers

Most organizations carry out evaluation at the reaction level,but few attempts to assess

changes in behaviour of criteria of organizational effectiveness(Ralphs and

Stephan,1986;Saari et al..,1988;Training in Britain,1989). (Performance = Ability ×

Motivation ×Opportunity). People development will have a lot of impact on the

organization performance.

Competitive success through people involves fundamentally altering the way we think

about the workforce and the employment association. Success can be achieved by

working with people, not by replacing them or limiting the scope of their activities. Firms

that take this different perspective are often able to sucessfully outsmart and outperform

the rivals.

Conclusion

BIBLOGRAPHY

Dugan Laird Approaches to Training and Development.2ndedition, Addison-Wesley

publishing company. INC

Eugene Sadler-Smith Learning and Development for Managers, Perspectives from

research and practice, Blackwell publishing.

John Bramham Human Resource Planning. 2ndedition, Institute of personnel and

development.

Ron Johnson The Perfect Business Plan, Arrow business books.

Rosemary Harrison Learning and development. 4thedition, Chartered Institute of

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