Learning and development is essential to organizational success. Training courses were traditionally used as the key method of teaching, but increasingly the focus is shifting to individuals and managers adopting a more flexible approach to learning. Organizations are being held responsible for maximizing the skills, knowledge and behaviours available to them, ensuring that employees are not solely learning new skills, but are using their existing skills to maximum effect. Workplace Learning and Development guides managers and employees through the concept of workplace learning. It identifies the variety of flexible learning strategies and methods, explains how to select the right method for a specific situation, and illustrates how these methods can add value to overall performance. Real-life examples of workplace learning are included to allow readers to gain insight into how it works and more importantly, how they could use it to address their specific needs. "This book successfully combines an overview of the theory of learning with a wealth of practical advice and experience. Great for managers and HR practitioners at any level to dip into for inspiration." ― Colin Woodward, Head of HR, Independent Police Complaints Commission "This is a no-nonsense, up to date, whistle stop tour of learning and development in the workplace, written for the busy manager with a people development responsibility. It is very readable, and, unusually, written at the level of method - the all important how to actually do it!" ― Colin Beard, M.Ed., CFCIPD, FRSA, National Teaching Fellow, Faculty of Organisation & Management, Sheffield Hallam University Jackie Clifford is Training Manager for an independent training/HR consultancy. Sara Thorpe is Head of Training and Development for a financial services organisation. Introduction CHAPTER 1 Setting the Scene: Learning and Development in Context The move from training and development to learning and development Vocabulary and terminology -- what do we mean? CHAPTER 2 Analysing Development Needs Identifying the impact of changes Clarifying standards Assessing the current position CHAPTER 3 An Introduction to Adult Learning Knowledge, skills and attitudes -- Bloom's taxonomy Kolb's experiential learning cycle Honey and Mumford's learning styles Sensory learning preferences Theory of competence Motivating adults to learn An introduction to organizational learning summary CHAPTER 4 Learning and Development Methods Action learning Apprenticeships Coaching Delegation Discussion boards and groups Distance learning Drama-based learning E-learning Executive coaching Mentoring Networking On-the-job training Outdoor education/learning Professional membership Professional supervision Projects Qualifications Reflective practice Secondments Self-study Shadowing Temporary promotion Trade exhibitions Training courses Organizational learning methods CHAPTER 5 Selecting the Right Methods Checklist for selecting development methods CHAPTER 6 Development Plans: Theory into Practice Development plans CHAPTER 7 Assessing the Impact Why assess the impact? How can the impact be assessed? Added value and unintended outcomes CHAPTER 8 Putting Your Learning into Practice