Investigating development methods
Featured in the People Development Methods training manual
By Beverley Williams
Category: People Management and Motivation
Credit price: 3 download credits (Single user)
Once learning and development needs have been identified and analysed, the next task is to examine possible methods of meeting those needs and to decide on an appropriate solution. Managers have to make the decision bearing in mind a number of constraints. The proposed solution has to meet the need; however, it also has to be appropriate in terms of time spent, cost and priorities. An intensive residential course may ensure that a member of staff passes their marketing exams; however, they could have performed just as well if they had studied at the local college at a fraction of the cost. Managers, in common with every other budget holder in an organisation, have to deal with limited resources and unlimited demands. Being aware of all the available learning and development options puts them in a strong position to make appropriate recommendations. This training activity provides a brief overview of possible solutions to identified needs and raises awareness of the dangers of £5,000 solutions to £5 problems.
Begin by explaining that there are many ways of meeting identified learning and development needs and that the participants are going to spend some time looking at them and their advantages and disadvantages. You set the participants to work by asking them to come up with at least one occasion when they have received really useful development (for example, training or coaching) and one occasion when they have been inadequately prepared for a task and then thrown in at the deep end. As the examples are given you pick up on the methods used, for example, ‘sitting next to Nellie’ and write them up on the flipchart. You then ask the participants to come up with other methods of learning and development. You then run a pairs exercise where participants come up with as many advantages and disadvantages of each method as they can. You take feedback and bring in the dangers of taking a sledge-hammer to crack a nut, ideally linking the information to their own ideas. The participants then work in groups on a case study to recommend the most appropriate mix of learning and development and present their recommendations to the entire group. Close by taking key learning points from the participants before distributing a key learning points handout and commenting on the contents where appropriate.
Who is it for: This training resource is intended for use by trainers to give participants a brief overview of possible solutions to identified needs, covering methods that range from ‘sitting next to Nellie’ to intensive residential courses.
| Resource Type: | Activity |
| Min Group Size: | 4 |
| Max Group Size: | 10 |
| Typical Duration: | 01:50:00 |
| No of Pages: | 15 |
Resources: View standard resources for Fenman training activities
Purpose: This training resource is intended for use by trainers with participants who are responsible for the learning and development needs of others. They may be line managers who are responsible for the needs of their own departments.
Download the training activity, Investigating development methods as featured in the Fenman training manual; People Development Methods