Course title : Workplace Learning and Development

Batch : 2018-20

Term : IV

Credits :3

Faculty : Prof. L. Gandhi

Email ID : gandhi@sdmimd.ac.in Mobile: 9916122245

About the Course:

Workplace Learning and Development (WLD) course at SDMIMD equips students with
the skills and techniques to effectively handle the training functions including training
need analysis, training design, training execution and training evaluation. This course
focusses primarily on the process of training and developing people in organizations.
In this course, the student will be able to learn how to identify training and development
needs through needs assessments, analyze jobs and tasks to determine training and
development objectives, create appropriate training objectives, design effective training
and development programs using different techniques or methods, implement a variety of
training and development activities, and evaluate the effectiveness &
efficiency of training and development programs.
Introduction:
It is clear empirically that efficient and effective management of an organization’s human
capital is the primary source of its competitiveness and sustainability. Furthermore, the
dynamic and largely uncontrollable nature of global, political, social, economic,
technological, and organizational forces requires the on-going strategic development of
the skillset of an organization’s employees for its very survival. This Workplace Learning
and Development (WLD) course deals with the process of training and developing people
in organizations and it adapts a variety of approaches to instruction and learning. The
participants of this course will be able to learn to design and conduct need analysis and to
plan, implement and evaluate training programs. They will also be able to learn how to
execute and evaluate a training program through the model training programs.

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Synchronization of Course Objectives with the SDMIMD Mission:
The following mission attributes have been identified to align with the course objectives
 Organizational excellence
 Value creation
 Dealing with change

Organizational Excellence: The employees and team excellence together lead to

organizational excellence. Learning and Development plays a significant role in
employee excellence by molding them thorough its constant and carefully designed
training programs. Also, Learning and Development is an on-going activity and game-
changer in the organizational excellence.

Value creation: In this knowledge era, organizations are hoping employees’ knowledge
through continuous learning adds immense value not only to individual employees but
also to organization. Learning organization is the buzz word and that paves way for
creating values in organization through their employees.

Dealing with Change: Learning and Development function imbibes change naturally
and the trainees need to change regarding their KSA (Knowledge, Skills and Attitude)
constantly. Also, students need to understand that the change is ‘order of the day’ and
they should adapt eternally to new changes and challenges in their future corporate life

Course Objectives:
The objectives of Workplace Learning and Development course are:
o To support in assimilating the learning principles, techniques for assessing training
needs at individual as well as organizational level
o To help in understanding the process and nuances of developing and designing
training and development programs
o To assist in understanding the techniques of evaluating training and development
programs
o To support in acquiring knowledge regarding executive development, as it relates to
preparing the workforce for facing the future workplace challenges

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 CO-PEO Matrix
Name of Course Term PEO 1 PEO 2 PEO 3 PEO 4 PEO 5
Workplace Learning and
IV Low High High Med High
Development

PEO 1. To become a leader and a manager with a blend of generalist knowledge and
specialized skills with an eye on social responsibility
PEO 2. To understand current trends, practices, opportunities and challenges in the area
of chosen specialization
PEO 3. To acquire the ability to readily understand the practical aspects in the domain
area.
PEO 4. To develop a personal value system which balances the social side as well as the
corporate value-creation process
PEO 5. To become a well-rounded professional grounded in management concepts, well
versed with contemporary topics from the industry, society and technology.

Pedagogy:
The pedagogy for Workplace Learning and Development course includes interactive
lecture sessions, case study analysis, situation discussions, Quizzes and model training
activities. It is highly significant that the case studies are seriously prepared for the course
and discussed in the class appropriately.

Course Evaluation:

Component % of Remarks
Marks
Class participation 10 Includes Active listening, observing peers’ points and interaction
Case Analysis & 15 Cases will be given by the faculty in advance, students need to
Presentation submit the case analysis hard copy before the group presentations
Objective Quiz 15 Two on-line quizzes will be conducted to test the conceptual
understanding of the subject
Exercise- Model 10 Student groups have to design a model training program and
training program subsequent to the execute the same in the stipulated time to other
groups
Mid-term 25 Testing the conceptual knowledge and application of concepts &
Examination theories with appropriate examples. Descriptive in nature

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Final Examination 25 Testing the conceptual knowledge and application of concepts &
theories with appropriate examples. Descriptive in nature
Total 100
Session Plan
Session Topics
Nos.
1 Training: Introduction and aligning with strategy
Overview and trends in training
2 Training career
Experiential Learning
3 Training Need Analysis (TNA)
Why TNA?
When to conduct TNA?
TNA Model and Framework
4 Output of TNA
Approaches to TNA
5 Simulation Exercise (Model training team activity)
6 Aligning Training with strategy
Strategy and Training
Organizational Development and Training
7 Training Design and Methods
Introduction and Organizational Constraints
Training Objectives
Facilitation of learning
Focus on Trainee, Design, Training and Intervention
8 Training Methods
Traditional Methods
Lectures and Demonstrations
Games and Simulations
On-the-Job Training
9 Electronic Training Methods
Components
Design and Development
10 Case study Analysis and Discussions
11 Training Execution
Development of Training
Implementation of Training
12 Transfer of Training
Major players in T&D
13 Training Evaluation

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 Rationale for Evaluation
Resistance to training evaluation
Data for evaluation
14 Case study Analysis and discussions
15 Management Development
Approach to Management Development
Integration and Implications
16 Sources of Knowledge/Skills acquisition
Training for executive level management
17 Simulation Exercise (Model training team activity)
18 Training: Key Areas
Orientation Training
Diversity Training
Sexual Harassment Training
Team Training
Cross-cultural training
Learning and Motivation
Social learning theory
Motivation for learning
19 Aligning training design with learning process
20 Case study Analysis and Discussions

Rubrics:
Assessment Rubric linked Mission Elements and Evaluation Components
Mission Element → Organizational Value Creation Dealing with
Excellence Change

Evaluation Component ↓
Case Analysis √ √ √

Simulation √ √ √

Quiz √ √ √
Examinations (Mid-term and End- √ √ √
term)

Rubric 1: Assessment of Case Analysis

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 Exceptional Excellent Accomplished Unacceptable

Common attributes Analysis/ Review Analysis/ Analysis/ Analysis/

submission- on Review Review Review
→
or before submission- on submission- on submission-
deadline or before or before after deadline,
Analysis/ Review deadline deadline Disorganized
write ups- Analysis/ Analysis/ explanation
Systematic, Review write Review write
organized and in ups- ups- Systematic,
standard format Systematic, organized and in
Relating organized and standard format
conceptual in standard Relating
views format conceptual
interpretation of Relating views
the case- own conceptual
views and views
Mission Element ↓
insights interpretation
Providing of the case-
supplementary own views and
evidence insights
relevant to the
case/article.

Organizational Appropriate Appropriate Appropriate Disorganized

concepts and concepts and concepts and explanation of
Excellence, Value
theories- Well theories- Well theories- Well theories and
Creation, Dealing explained explained explained case facts
Analysis and Analysis and Analysis and
with Change
interpretation of interpretation interpretation of
the case of the case the case
facts/article- facts/article- facts/article-
Good Good Good
Concluding Concluding
remark and remark and
Summary- Own Summary- Own
contribution contribution
Additional input
relevant to the
case- provided
Rubric 2: Assessment of Quizzes

Exceptional Excellent Accomplished Unacceptable

Common attributes Correct Correct Correct Correct

answers- Answers- Answers- Answers
→
Above 90% 71% to 89% 50% to 70% Less than 49%

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Mission Element ↓

Organizational Correct Correct Correct Correct

answers- Answers- Answers- Answers-
Excellence, Value
Above 90% 71% to 89% 50% to 70% Less than 49%
Creation, Dealing
with Change

Rubric 3: Assessment of Mid-term and End-term Examinations

Exceptional Excellent Accomplished Unacceptable

Common Organized and Organized Organized Incomplete

Structured and Answers- to and irrelevant
attributes →
answers, Structured some extent answer
provides own answers
interpretation
Mission Element ↓
Organizational Relevant Relevant Relevant No relevant
concepts and concepts and concepts and concepts and
Excellence, Value
theories- Well theories- theories- theories are
Creation, Dealing explained Well Explained explained
Relevant explained
with Change
illustrations- Relevant
provided illustrations-
Interpretation provided
of the concept
& concluding
remark- Own
contribution

Recommended Text Books:

Effective training: Systems, strategies and practices, 5th edition, Blanchard, Thacker,
Anand Ram, Pearson, Delhi, India,2014.

References:
Training for Development, 3rd edition, Rolf P Lynto, Udai Pareek, Sage Publications
(2011)

Training on Trial: How Workplace Learning Must Reinvent Itself to Remain

Relevant by James D. Kirkpatrick, Wendy Kayser Kirkpatrick (2010)

# Case studies will be shared on Moodle by the faculty at the appropriate time for
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analysis and discussion
## Soft copies of additional reading will be shared on Moodle by the faculty

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