Solution/Answer

Activity 1

AC 1.1 New Practices or trends and Emerging Roles that can be undertaken by L&D

Current practices and trends in L&D

From a general practice, the current practices in the L&D are intended to integrate the L&D practices with their organisations business strategy. This ensures high effectiveness in their operations and successful evaluation of the L&D strategies. The practices or trends include;

Learning Experience Platform (LXP)– This concept has been popularised over time by industry analyst Josh Bersin as a strategy for upskilling, delivering a holistic landscape offering the employees with an opportunity of consistent interaction and gaining relevant insights (HR Technologist, 2019). Its effectiveness in the ADNOC context is that this platform is applied in disseminating the learning programs, providing options for tracking the progress and offering a certification/achievements and lastly driving new skills. It can be further harnessed to ensure it extends on the overall learning opportunities, appealing to the digital side, empowerment of the learners and encouraging learner content generation.
Microlearning (Utilize technology) – According to CIPD (2019), this is an emergent learning strategy that is applicable in closing the overall skills and knowledge gaps. Its effectiveness in contemporary learning and development is that it harnesses prompt information changes, individuals finding it challenging keeping up with changes, resources being availed online and newer technologies supporting its practice. In the context of ADNOC, the utilization of technology in the L&D activities have enabled them to leverage on immediate results, diverse formats, saving on costs of operations and quick achievements.
E-Learning Gamification or Artificial intelligent– According to CIPD Survey (2017), gamification and artificial intelligence are identified as strategies that harness the implementation of collaborative learning. It involves the use of different aspects such as games to be applied in a specific situation such as introducing leader-boards into a learning environment. The use of this strategy in ADNOC is increasingly being evidenced with a need for the administration to ensure guidance and facilitation specifically amongst the employees with minimal confidence in using technology and offering mobile-accessible content.

New Emerging Roles in L&D

Currently, there has been a significant shift in the roles and responsibilities of L&D which is identified by CIPD Survey (2015) as being business-oriented and influencing the business needs, versatility, adaptively and ubiquitous in the entire organisation. These new emerging roles include;

Digital content creator/curator- As noted by CIPD (2019), this informs on the need to adopt distinct distributed technology services and products without necessarily being online to download the content. This is a more advanced strategy that leads to an HR practitioner not necessarily to use website, eBooks, lectures, webinars, gaming technology in supporting learning. On top of this, the content is readily available for consumption in L&D.
Business Partner– In the context of this new emerging role, the L&D play a primary role of ensuring that there is a support of an entity operation through a response to organisational development (OD) needs and facilitating performance for attaining set strategic objectives. This also harnesses the agility for positioning the practice as a business partner and focusing on the overall entity needs contrary to over-emphasizing on the individual needs.

AC 1.2 the Key Knowledge, skills and behaviours required by L&D Professional in Workplace

In the CIPD professional map, the behaviors are used in describing the needs of the HR professionals as they implement their roles. According to CIPD (2018), there are a total of 8 behaviors which are identified as four bands of the map. In this case, the knowledge level that needs to be possessed by an L&D professional is as evidenced in each band and noted in table 1;

Table 1: Behaviours and Knowledge of L&D professional

Additionally, there are 2 key skills that any successful L&D professionals need to possess. This is the insight, strategy and solutions, leading HR and ability to design/deliver the relevant solutions and to develop learning strategic plans.

Knowledge, Skills and Behaviours for Insights, Strategy and Solutions

The knowledge include leading other employees in improving their performance and providing the employment performance improvement measures to be followed. Skills include coordinating all employees to improving their performance, a global mindset of performance and improving the trust of management to employees performance. Behaviours on the other hand involve the need to arrange any meeting between the appraisers, approver and employees in agreeing on the performance improvement plan. Part of this include advancing any form of disciplinary action that need to be taken as a result of failure to progress or refuse to abide to a performance improvement plan,

Knowledge, Skills and Behaviours for Leading HR

The knowledge required include the capacity to lead others in creating new guidelines essential for guiding the performance improvement plan for all employees tasked with different roles in the organisation. Part of this involve coordinating the training team, appraisers, approver, employee, management and the HR focal point into a common strategy of operations. Also, as a skilled influencer would ensure influence of others with an aim of positively gaining the essential level of commitment and supporting the stakeholders as they pursue an entity value. The behaviours include maintaining an active track of all the training process to identify if they meet any of the intended objectives in a more effective practice.

Knowledge, Skills and Behaviours for Organisation Development

As a practitioner in employee performance in ADNOC, the knowledge that as an L&D professional need to possess in context of organisation development include the ability to use resources available to improve employee performance, measure and assess quality of performance. The process also include mastering the entire job and learning process on employee needs to improve their performance. Part of knowledge also include ability to generate underperformance data, analysis of rationale of low performance rating, sharing data with training focal team and meeting planning. Skills include the ability to compare the employee ratings with past years and identify any instance of improved performance. Also, active communication with all the involved stakeholders in the improvement of performance strategies is also critical. The behaviours would include the ability to decide whether the employees need to be appraised, reprimanded or promoted. Also, the ability to bring together all the stakeholders into a common undertaking with embedment of the performance measures is critical and need to be prioritized as a behavior of HR.

Activity 2

2.1 Project and Self-management Techniques in the Course of a Project

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