Learning Organisation Development Training Course

Participants can convert strategic objectives into prioritised capability and learning requirements.

• Strategic capability maps connect business outcomes, roles and required behaviours
• Capability gaps prioritised by business risk, workforce scale and time
• Critical-role analysis identifies scarce expertise and succession exposure
• Stakeholder interviews distinguish stated learning requests from performance needs
• PESTLE signals inform future skills assumptions and workforce scenarios
• Learning portfolios balance mandatory, strategic, professional and operational development

Participants can diagnose whether performance problems require learning, process, resource or leadership action.

• Performance consulting separates knowledge gaps from environmental performance barriers
• Root-cause analysis uses five whys and fishbone categories
• Task analysis defines critical decisions, standards and error consequences
• Competency evidence collected through observation, interviews and work samples
• Force-field analysis identifies adoption drivers and learning-transfer constraints
• Diagnostic findings converted into a prioritised learning needs register

Participants can design role-based learning pathways that combine formal, social and experiential development.

• 70:20:10 Framework balances experience, relationships and formal learning
• Role-based pathways sequence onboarding, proficiency, mastery and career transitions
• Kolb Experiential Learning Cycle structures reflection after workplace experience
• Curriculum maps align objectives, learning methods, assessment and evidence
• Blended learning design assigns appropriate work to classroom, virtual and workplace
• Assessment methods test recall, application, judgement and demonstrated competence

Participants can establish practical mechanisms for capturing and sharing critical organisational knowledge.

• Communities of practice organised around shared problems, standards and expertise
• After-action reviews capture lessons, decisions and reusable process improvements
• Knowledge maps identify experts, repositories, handovers and single-point dependencies
• Peer assists bring experienced colleagues into planning before critical work
• Lessons-learned registers classify insights, owners, actions and review dates
• Curation standards govern quality, version control and retention of learning assets

Participants can strengthen manager accountability and cultural conditions for continuous workplace learning.

• Manager learning contracts define coaching, feedback and development responsibilities
• Psychological safety supports speaking up, error reporting and experimentation
• GROW coaching conversations convert performance observations into development actions
• Feedforward methods focus discussion on future behaviour and specific commitments
• Double-loop learning challenges assumptions behind recurring operational problems
• Recognition mechanisms reinforce knowledge sharing, mentoring and improvement contributions

Participants can define governance structures that direct learning investment and clarify accountability.

• Learning governance defines decision rights, escalation routes and investment criteria
• RACI matrices assign accountability for design, delivery, transfer and evaluation
• ISO 30422:2022 principles inform learning and development management processes
• Vendor governance sets quality controls, service levels and intellectual-property terms
• Learning councils review capability risks, portfolio performance and resource allocation
• Policies establish mandatory learning, records retention and completion requirements

Participants can select useful learning data and govern digital learning systems responsibly.

• Learning experience platforms support pathways, recommendations and learner engagement data
• Data dictionaries define completion, proficiency, transfer and performance measures
• Dashboard design separates operational indicators from executive decision measures
• xAPI statements capture learning activity beyond a learning management system
• Privacy-by-design controls protect learner data, access rights and retention periods
• Data quality checks identify duplicate records, missing fields and misleading trends

Participants can build an evaluation plan that links learning evidence to business performance.

• Kirkpatrick Model distinguishes reaction, learning, behaviour and results evidence
• Evaluation questions specify intended users, decisions and evidence thresholds
• Baseline measures establish performance conditions before learning interventions begin
• Control groups and comparison groups strengthen claims about learning contribution
• Transfer measures track manager support, opportunity and application frequency
• Benefit-cost analysis compares programme costs with attributable operational benefits

Participants can prepare a phased plan for introducing and sustaining learning organisation practices.

• Maturity assessments establish current-state strengths, gaps and priority actions
• Pilot selection balances strategic value, sponsor commitment and measurable outcomes
• Implementation roadmaps sequence governance, capability, technology and communications actions
• Risk registers assign mitigation actions for resistance, capacity and data issues
• Quarterly reviews use evidence to retain, adapt or stop learning initiatives
• Ninety-day action plans define owners, milestones, measures and stakeholder conversations