ICS Learn Formative Assessment 3 (40572/28) 7LTD


Your business has expanded operations into different regions of the UK and your line manager has asked you to implement a national learning and talent development strategy. If the programme was to be implemented on a national level, what elements would you need to consider and think about in advance?

Your line manager has asked for a business report in the region of 1000-1500 words

All submissions should be in the region of 1,000 – 1,500 words and references should be added in the Harvard Referencing Format. There is a Harvard Referencing tutorial in the Resources Area which outlines the formatting required.


Executive Summary

The employee learning and talent development is inclusive of various knowledge and capabilities of the employees which is an important determinant of the success of organisation growth. It is identified as a collective initiative for majority of organisation engaging talented employees for establishing set development strategies for ensuring a high-level staff motivation and retention. Considering this, in this report, an implementation of a national learning and talent development strategy is established. This represent a program implemented nationally with various factors put into account and considered in advance. In process of its implementation, the necessity to focus on practices of coaching, leadership development, talent management, e-learning approaches and evaluation of the implication of external environmental factors for success in the L&D implementation has been considered.

Table of Contents

1.0 Introduction. 3

2.0 Talent Management Strategies 3

2.1 Learning and Development Strategies Implementation. 3

2.2 Leadership and Management Development Implementation. 4

2.3 Resourcing Talents 4

3.0 Core Principles to ensure Learning and Talent Successful Development 5

4.0 Monitoring. 6

5.0 Potential Outcomes of the L&TD. 7

6.0 Conclusion. 7

References 8

1.0 Introduction

The Learning and Talent Development (L&TD) is harnessed in various organisations distinctly. As evidenced in CIPD (2011), for successful implementation of L&TD, an in-house development programs are evidenced as the best strategies by various practitioners from various backgrounds. This is while coaching from line managers viewed as the best and successful strategy in UK with on-the job training similarly being applicable in organisation practices. The success of L&TD is represented by the capacity of an entity establishing varying workforce capabilities, skills development and competency for maintain competitive level. Therefore, this is an important part of the business operations. For success in the national L&TD implementation, various factors of prioritisation would entail the necessity to equip all staff with important skills and capabilities and also facilitate their capacity development for accomplishment of their entire goals. Hence, various elements need to be prioritised and put into account advance. Successful L&TD is put into account by the line managers and inclusive of distinct principles set to establish a workplace best performing, encouragement of learning organisation development which is an employer of choice, employer branding and inclusion and diversity management.

2.0 Talent Management Strategies

2.1 Learning and Development Strategies Implementation

As a strategy of their expansion to new markets in UK, all staff would have to come up with their Personal Development Plan. This would be guided by their annual performance development review (PDR). As evidenced by Mason (2017), the PDR strategy is applicable as a tool for various managers identification of the L&TD demands by adoption of a holistic and elaborate practice. In an entity, the various aspects could be noted by referencing on the identified objectives, results and career plan. Working as a line manager, it would be necessary ensuring alignment of the various job demands and personalised characteristics of different stakeholders (see figure 1);

Figure 1: Requirements in the L&D Process Implementation

Also, the line managers would also be required to prioritise on various approaches used in successful learning practice. These are job rotations, secondments, coaching practices, mentoring, job enrichment, job-shadowing and capacity development programs and learning sessions.

2.2 Leadership and Management Development Implementation

Due to the expansion of the organisation to various UK locations, it could be necessary equipping the various managers with relevant skills, knowledge levels and behaviours to aid fulfilment of their core job functions. This is a relevant framework applied to ensure detailed monitoring by using core values and linking entire behaviours to measure performance levels and address any prevalent costs. This would be inclusive of what is identified in Bolden (2010) as involving an express assigned interventions to increase the overall performance management strategies. This ought to be integrated with entire strategies with priority set.

2.3 Resourcing Talents

As evidenced in CIPD (2020), success of the resourcing strategy is critical for the success of the L&D strategy which is used for sourcing best talents. In the process of expansion of an organisation in various UK locations, they could have engaged in recruiting from internal teams based on possibility. Internal and external resourcing approaches would be used as shown in figure 2;

Figure 2: Internal and external recruitment strategies

In resourcing, managers would prioritise on the different levels of attraction to offer external and internal recruitment strategies. In the expansion of the organisation, most of the external applications would prioritise on the organisation initiatives and the offer to internal applicants focusing on the growth of the organisation.

3.0 Core Principles to ensure Learning and Talent Successful Development

For successful implementation of the L&TD in the case study organisation, various core principles would be prioritised. They are;

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