5LD02: You work for a large international banking corporation RTM plc The head office is in Switzerland: Learning and Development Design to Create Value Case Study, UK

Case study

You work for a large international banking corporation RTM plc. The head office is in Switzerland.

The company was at the forefront of digital banking technologies and an early adopter for many virtual customer support systems that other banks were slow to undertake.

The global Covid-19 crisis has impacted the business’ customers, investors and key stakeholders in an unprecedented way. With government financial support and a customer-focussed service provision RTM have continued to provide essential banking services to their customers (individuals and businesses).

As part of their corporate social responsibility RTM have traditionally sponsored and supported local community youth enterprise and arts amongst others. With the country being in lockdown, many of these charity and NGO organisations have struggled to survive.

The bank has retained their staff, avoiding redundancies. The move towards virtual working was welcome for some at the beginning of lockdown, but the prolonged nature of the lockdowns has not helped staff mental wellbeing.

Following on from various collaborative meetings and focus groups the Senior Leadership Team have authorised a transformational change of working practices, staff development and policies. The Learning and Development function will lead the change. The overall aim will be to support staff, whilst continually building resilience, knowledge and capability.

The decision has been taken to downsize a number of local branches. Office-based staff will be allowed to return to offices, only if the nature of their work requires them to do so. Some specialist and senior teams will have the option to continue to work from home. The sensitivity of data has not been compromised as previously thought homeworking could lead to. Therefore, new riskassessments and policies are required for future threats of pandemics.

In line with all the changes, new learning and development interventions are required to cater for a range of stakeholder requirements

Task 1– Stakeholder Analysis

You are the L&D manager. Whilst HR will support the people policies and support with the strategy for flexible working practices and logistical requirements, you are tasked with leading the transformational organisational development change. Predominantly this involves stakeholder engagement at all levels and capability and skills development to ensure business resilience, education and knowledge development. With a range of stakeholders with complex needs you have been tasked with conducting a stakeholder analysis.

The focus of your analysis is to be able to establish learning and development needs in relation to organisational objectives.

The Stakeholder Analysis must include:

  • An evaluation of a range of methods for identifying organisational learning needs and key principles. (AC 2.1)
  •  A key stakeholder analysis to identify areas of need in relation to learning and development activity. (AC 2.2)
  • A conversion of relevant information from the stakeholder analysis into clearly stated learning and development objectives. (AC 2.3)
  • An assessment how individual and team learning, and development objectives align to organisational or departmental strategy. (AC 2.4)

Task 2–Report

Following the stakeholder analysis, you are required to produce an analysis report to engage the Senior Leadership and People Practice Management (HR, L&D and Management) teams. You will outline the strategic and mechanistic elements of the change project. The focus of the report will be to
enable the business to:

• Understand the legal, cultural, logistical, financial and learner factors to be considered when designing learning and development.

• To design engaging learning and development solutions underpinned by learning theory and which address identified objectives.

As your report is being prepared for senior management, it should be follow a business report format and style.

The report must include:

  • An exploration of key factors to be considered when designing learning and development activities. (AC 1.1)
  • An assessment of factors to be consider when designing learning and development programmes for dispersed workforces. (AC 1.2)
  • An explanation of how inclusivity and accessibility can be built into learning and development at design stage. (AC 1.3)
  • An assessment of how aspects of learning related theory, psychology and neuroscience influence approaches to the design of learning and development. (AC 3.1)
  • A discussion of a range of learning and development delivery methods and how they can be blended together to form an engaging and effective learning and development solution. (AC 3.2)
  • The design of ONE proposed learning and development solution which addresses and combines identified learning and development objectives.

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