The individual learning strategies of an organization are driven by its human resource requirements, the latter being expressed in terms of the sort of skills and behaviours that will be required to achieve business goals. The starting point should be the approaches adopted to the provision of learning and development opportunities, bearing in mind the distinction between learning and development made by Pedler et al (1997), who see learning as being concerned with an increase in knowledge or a higher degree of an existing skill, whereas development is more towards a different state of
being or functioning. Sloman (2003: 17) pointed out that:
Interventions and activities which are intended to improve knowledge and skills will increasingly focus on the learner. Emphasis will shift to the individual learner (or team). And he or she will be encouraged to take more responsibility
for his or her learning. Efforts will be made to develop a climate which supports effective and appropriate learning. Such interventions and activities will form part of an integrated approach to creating competitive advantage through people in the organization.
The learning strategy should cover:
- how learning needs will be identified;
- the role of personal development planning and self-managed learning;
- the support that should be provided for individual learning in the form of guidance, coaching, learning resource centres, mentoring, external courses designed to meet the particular needs of individuals, internal or external training programmes, and courses designed to meet the needs of groups of employees.