According to CIPD (2021) having a “clear, systematic and ongoing identification of scope in which Learning and Development (L&D) need relate to performance gaps” is instrumental for successful learning in the entire organisation.

The approaches which can be adopted in identifying organisations learning needs include;

Self-Assessment– According to CIPD (2022) this is a method which involve identifying an individual knowledge and behaviours and applying the obtained recommendations as a background for developing a learning plan. The learning plan developed is customised to development needs and aspirations. The strengths of this method include promoting reflective practice and self-monitoring, development of self-directed learning and increasing motivations. The disadvantages include what Han and Fan (2020) identify as subjective nature of self-assessment, immense time consumed and lack of familiarity with the assessment criteria.

Learning needs survey– This is a method which involve collection of primary data quantitatively. As identified in SurveySparrow (2023), 76% of staff identify an organisation when they possess further skills capacity development for their employees. Prior initiating a capacity development program, it is important asking the right questions which are done through the learning needs survey. The main strength of this approach include identifying entire opportunities for upskilling and reskilling. Also, the primary data is customised to the learner with limited biasness. Conversely, false information/data can be provided by the employees with an intention of benefiting from the organisation learning opportunity.

Performance Consulting– Performance consulting is a process identified in Training Industry (2020) as inclusive of identifying the different gaps between the organisation performance and expected outcomes. The rationale of this is establishing a learning development initiative bridging identified gaps. The advantages of this include improved staff performance and aligned capacity development strategy with productivity improved in line with business demands. This is costly in implementing as opposed to the others and not appropriate for small organisations.

2.2 Key Stakeholders Analysis identifying Areas of need

Adopting the definition of CMI (2022) the stakeholders analysis is a strategy used to identify all stakeholders in an organisation, interest, assessment of their influence, and impacted by organisations. This is for formulating approaches relevant to manage the relations amongst them. For pursuing stakeholders analysis, Mendelow’s Matrix Analysis Tool FourWeekMBA (2022) is applicable (see figure 1);

High

Low

High

Level of Interest

Low

Level of Power

Figure 1: Summary of Mendelow Stakeholders Analysis

As shown in figure 1, the areas of need in regard to the L&D activity include;

Keep Satisfied- These stakeholders are identified as having low interest and power in influencing the organisation activities. For the L&D initiative, the Global people Director (Germany) and Global International Communications Manager (Germany). These demand minimal efforts to be informed on the L&D needs.

Key Players- For this category, they are identified as having a high power and high interest with the initiative which is being implemented. In this regard, for the L&D initiative, they ought to be actively engaged in its implementation of the L&D sessions. The L&D, digital design team, learning designers and head of function must approve the program implementation. Through the approval of these programs, their quality and success in their implementation would be assured.

Keep Informed- This category is inclusive of the stakeholders who have high-level of interest albeit low power over the organisation. For this category of stakeholders, they lack the capacity of influencing the L&D strategy under implementation. Nevertheless, they could be engaged in lobbying and influencing the key stakeholder for success in implementation of the L&D initiative. The Chinese translators and project and program management office lead (Germany) must be involved in drafting and understanding the content of the L&D program.

Minimal Efforts– These stakeholders are characterised by low level of interests in the L&D program implementation. In this case, they would only be required to be updated on the program being implemented in the organisation. The global people director (Germany), global international communications manager (Germany) would only be communicated on the L&D program implementation. They would however not be involved indicating on the content of the L&D program.

Through the identification of a L&D objective, it is possible developing or changing behaviours of people/groups to be better. According to McKinsey (2019) the relevance of this is to share knowledge and insights enabling them in executing them in improved performance. The L&D objective which would include;

Within a period of 9 months, implement a L&D program on delivery method and use of 365 tools (Teams and Yammer) to achieve cost savings and efficiencies in their operations
To pursue coaching and mentoring sessions in a period of 5 months to acquire knowledge of providing constructive feedback to all team members. This is for identifying areas for improvement and fostering culture of accountability and continuous learning and development
Within a period of 6 months, pursue further learning on building relations with the team for developing positive work environment and to boost productivity for all members
In a period of 6 months, pursue a course in change management and apply it in learning in working days to become adaptable and agile in the course of unexpected challenges
In a period of 3 months, pursue L&D opportunity on sharing knowledge and resources for developing a more skilled team through support of their professional growth and offering opportunities for skills-building

2.4 Application of objective to individual and teams; alignment with organisation strategy

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