To become an learning organisation, it should have a learning and development (LND) strategy. This strategy needs to work along with the organisation 's values, goals, visions and statement (its overall business strategy).
Belfast 's branch want to build a LND strategy, which aligns learning and development schemes to support the progression of their people, which are aligned to their organisational strategy, values and brand. This strategy will be incorporated within one of the organisation 's current strategies. Named 'Ambition 2015 '; is about 'X ' wanting to become the leading advising organisation but to do this, they feel they need to unlock its potential. 'X ' believe that unlocking its potential, will mean unlocking its people 's …show more content…
As described as Loose-Coupled, it must be aligned with the organisation 's 'CLEARR Values '.
Every organisation strategy should be communicated to all staff (CIPD, 2010), of which 'X ' do, as they believe it gives everyone a shared goal and a motivation to work towards. Strategies should also be achieved through SWOT and PESTLE analysis (Murray-Webster, 2010), to identify issues (internal and external) facing the organisation based on its mission, goals and values (Harrison, 2009). Appendix 1 and 2, will show a SWOT and PESTLE analysis of the organisation. 'X ' have a dedicated budget put towards a 'CLEARR ' rewards scheme for individuals who have gone above and beyond in support of the organisation 's strategic objectives or values. 'X ' hope the reward success stories will inspire others to work towards something as well.
Belfast 's branch believe that the best knowledge is within its organisation. Therefore, they feel through training and development, will give the knowledge for individuals to think of ideas to improve the business. This has led the business introducing the Six Sigma (Yellow/Green belt) scheme which rewards individuals who have had ideas chosen and incorporated into working
Belfast 's branch want to build a LND strategy, which aligns learning and development schemes to support the progression of their people, which are aligned to their organisational strategy, values and brand. This strategy will be incorporated within one of the organisation 's current strategies. Named 'Ambition 2015 '; is about 'X ' wanting to become the leading advising organisation but to do this, they feel they need to unlock its potential. 'X ' believe that unlocking its potential, will mean unlocking its people 's …show more content…
As described as Loose-Coupled, it must be aligned with the organisation 's 'CLEARR Values '.
Every organisation strategy should be communicated to all staff (CIPD, 2010), of which 'X ' do, as they believe it gives everyone a shared goal and a motivation to work towards. Strategies should also be achieved through SWOT and PESTLE analysis (Murray-Webster, 2010), to identify issues (internal and external) facing the organisation based on its mission, goals and values (Harrison, 2009). Appendix 1 and 2, will show a SWOT and PESTLE analysis of the organisation. 'X ' have a dedicated budget put towards a 'CLEARR ' rewards scheme for individuals who have gone above and beyond in support of the organisation 's strategic objectives or values. 'X ' hope the reward success stories will inspire others to work towards something as well.
Belfast 's branch believe that the best knowledge is within its organisation. Therefore, they feel through training and development, will give the knowledge for individuals to think of ideas to improve the business. This has led the business introducing the Six Sigma (Yellow/Green belt) scheme which rewards individuals who have had ideas chosen and incorporated into working