Developing Yourself as an Effective Learning and Development Practitioner In t r od u c t Io n
This chapter begins with a look at what is required of L&D professionals and how L&D roles are specified. We discuss the CIPD HR Profession Map and how we can use it to assess our professional development needs. We then move on to look at how we deliver our L&D service, considering: who are our customers, how well do we meet their needs and what can we do to improve our service delivery. In the final section of the chapter we look at the concept of Continuing Professional Development (CPD) and give some practical tips on how to complete a CPD Record and select activities for professional development.
lea rn ing ou tc omes
When you have read this chapter you should be able to:
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explain why developing yourself as an L&D professional is essential identify professional requirements of L&D roles define your customers and their requirements describe key aspects of delivering an effective L&D service explain the concept and process of continuing professional development and produce your own CPD records discuss key factors to consider when selecting activities for your own development.
B e in g an e ffe c tive l &d pract it ion er
The L&D profession is a wonderful profession to belong to. As a career it offers constant variety, the satisfaction of seeing the results of your work, recognition in many different forms – and endless opportunities for learning. Of course, the profession is not without its challenges, frustrations and occasional upsets, but in our experience trainers love their work. Learning and development roles are rarely a ‘first career’. Often we spend a few years developing expertise in a technical area or operational role and then move gradually towards helping others to gain the same expertise. This creates a sort A free sample chapter from Introduction to Learning and Development Practice. by Kathy Beevers and Andrew Rea Published by the CIPD. Copyright © CIPD 2010 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore.
L&Dev Practice Chapter 1 001-027.indd 1
Learning and Development Practice
of natural selection, in that it is the people who have a natural interest in helping others learn who move gradually into formal L&D roles. There was a time, perhaps, when being able to do a technical role yourself and having an interest in helping others learn was enough for you to be deemed capable to pass your skills and knowledge on to others. This is no longer the case. Learning and development has become a profession, with its own body of professional knowledge and professional standards. As well as being skilled in the subject areas we teach, train or tutor, we must also be skilled in the technicalities of identifying learning needs, designing, delivering and evaluating learning, and have a clear understanding of the organisational contexts in which we work. An effective L&D practitioner knows what is required of them and enjoys building their capability to meet the requirements. Once they have developed a sound base of essential skills and knowledge they continue to seek new learning, experiment with new approaches and keep renewing their abilities as learning and development professionals.
u n d e r s tanding l &d ro l e s an d requ iremen t s
How do you know what is required of you at work? We would suggest that there are at least two sets of requirements which affect what you do and how you do it: 1 organisational job or role descriptions and internal...