BS PD 76006-2017 Guide to learning and development《学习和发展指南》.pdf

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1、PD 76006:2017 Guide to learning and development BSI Standards Publication WB11885_BSI_StandardCovs_2013_AW.indd 1 15/05/2013 15:06Publishing and copyright information The BSI copyright notice displayed in this document indicates when the document was last issued. The British Standards Institution 20

2、17 Published by BSI Standards Limited 2017 ISBN 978 0 580 96225 7 ICS 03.180 The following BSI references relate to the work on this document: Committee reference HCS/1/1 Draft for comment 17/30350672 DC Amendments/corrigenda issued since publicationDate Text affected PD 76006:2017 BRITISH STANDARD

3、THE BRITISH ST ANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED Foreword ii0 Introduction 11 Scope 22 Normative references 23 T erms and defini tions 24 Individual level learning and development 44.1 General 4Table 1 Learning and development: context, enablers and outcomes 44.2 Context and priorities 44

4、.3 Enablers of learning and development 64.4 Outcomes of individual level learning 75 Common learning methods 75.1 Techniques for learning and development 75.2 Blended learning 7Table 2 Common learning methods 86 Organizational level learning and development 106.1 General 106.2 Organizational contex

5、t and priorities 106.3 Enablers and barriers to learning and development 116.4 Opportunities for learning 116.5 Outcomes of learning at the organizational level 127 Roles and responsibilities for learning and development 127.1 Learning roles and responsibilities 127.2 Organization 127.3 Line manager

6、 137.4 Learner 137.5 Learning provider 138 Assessing and evaluating learning and development 148.1 General 14Figure 1 Evaluation 158.2 Assessment of learning 158.3 Evaluation of learning 158.4 Questions to address for assessment and evaluation 158.5 Forms of evidence 168.6 Evaluation questions 16Bib

7、liography 17 Contents Page Summary of pages This document comprises a front cover, and inside front cover, pages i to ii, pages 1 to 18, an inside back cover and a back cover. BRITISH STANDARD PD 76006:2017 THE BRITISH ST ANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED IForewordPublishing information T

8、his Published Document is published by BSI Standards Limited, under licence from The British Standards Institution, and came into effect on 30 April 2017. It was prepared under the authority of Technical Committee HCS/1, Human capital. A list of organizations represented on this committee can be obt

9、ained on request to its secretary.Use of this document This publication is not to be regarded as a British Standard. As a guide, this Published Document takes the form of guidance and recommendations. It should not be quot ed as if it w er e a specification or a code of pr actice and claims of compl

10、iance cannot be made to it.Presentational conventions The guidance in this Published Document is presented in roman (i.e. upright) type. Any recommendations are expressed in sentences in which the principal auxiliary verb is “should”.Commentary, explanation and general informative material is presen

11、ted in smaller italic type, and does not constitute a normative element. Contractual and legal considerations This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application.Compliance with a Published Document cannot confer

12、immunity from legal obligations. PD 76006:2017 BRITISH STANDARD II THE BRITISH ST ANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED 0 Introduction In the rapidly changing and evolving environment in which organizations operate, there is a need for effective learning and development to maximize opportunit

13、ies for individuals and organizations to adapt to change and shape their future. Organizations that successfully support learning and development recognize that it happens throughout the day, not just in classrooms and other formal learning events. Such organizations introduce structures to support

14、learning, rather than to dictate it. The knowledge, skills and abilities of individuals are valuable assets in which organizations invest to create value for the individuals, the organization and its stakeholders. This requires an understanding of the importance of: a) a collaborative organizational

15、 culture that values knowledge-sharing and supports learning across the workforce; b) an approach to learning and development that is effectively designed, implemented and evaluated; c) an awareness of which learning and development interventions are the most effective in a given situation; d) cr ea

16、ti vity , inno v ation and fle xibility in the deli v ery of ski lls and kno w ledge thr oug h design, delivery and assessment; and e) individual and organizational capability and aspiration. This Published Document provides guidance on approaches to learning and development that enable an organizat

17、ion to demonstrate its commitment to valuing people. It is informed by and shares the principles contained in BS 76000, including: 1) people working on behalf of the organization have intrinsic value, in addition to their protections under the law or in regulation, which need to be respected; 2) sta

18、keholders and their interests are integral to the best interests of the organization; 3) every organization is part of a wider society and has a responsibility to respect its social contract as a corporate citizen and operate in a manner that is sustainable; 4) a commitment to valuing people who wor

19、k on behalf of the organization and to following the guidance of this Published Document, which is made and supported at the highest level; 5) each principle is of equal importance. This Published Document defines v alue as the merit and w orth of people, taking int o account the actual or potential

20、 contribution that people at all levels in the organization make as a result of their unique capabilities, kno w ledge, skills, netw or k s, e xperience, attitudes and insig hts. It is not confined t o the calculation of dir ectl y quantifiable monetary v alue, tr ansactional utility or short-t erm

21、r eturn on investment. To fully value the knowledge, skills and abilities of the workforce also requires tangible means of assessing and evaluating the impact of these skills and capabilities, with a focus on the present and the future. The aim of this Published Document is to promote dialogue on le

22、arning and development issues amongst a broad range of stakeholders with regard to: a) influencing; b) engaging; c) consulting; and BRITISH STANDARD PD 76006:2017 THE BRITISH ST ANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED 1d) aligning learning and development expectations. to ensure that the learni

23、ng and development investments are directed towards the continuous improvement of individual, collective and organizational performance and success.1 Scope This Published Document provides guidance on reviewing, assessing and undertaking a competent and principled approach to learning and developmen

24、t for organizations of all sectors, sizes and levels of maturity. NOTE The way that learning and development is undertaken depends on such factors as the organizations strategic policies, the nature of its activities and the risks and complexity of its operations. This Published Document is applicab

25、le to anyone involved in organizational learning and development, as well as those involved in leadership and management. It is also relevant to stakeholders, including all those who work on behalf of the organization, contracted workers, trade unions or workforce associations and networks, communit

26、y leaders, customers, clients and investors. This Published Document is applicable to all organizations regardless of type, size, nature and complexity of business, and whether in the public, private or voluntary sector.2 Normative references The following referenced documents are indispensable for

27、the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. BS 76000:2015, Human resource Valuing people Management system Requirements and guidance3 Terms and defini

28、tions F or the purposes of this Published Document , the t erms and definitions gi v en in BS 76000 and the following apply.3.1 buddy system mechanism used in an organization to assist new starters to expediently acclimatize to their new organizational environment and role NOTE A buddy system involv

29、es pairing a new starter with an existing team member to assist them, e.g. address any questions.3.2 context situation in which something is learned or understood NOTE This can have a positive or negative impact, e.g. a lack of time or resources to apply learning might negatively impact a learners e

30、xperience. Having a supportive manager when learning something highly relevant can positively impact learning experience.3.3 development process that brings out or enhances the actual or potential capabilities, knowledge, experience, skills, attitudes or insights of a person or organization PD 76006

31、:2017 BRITISH STANDARD 2 THE BRITISH ST ANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED 3.4 evaluation formal or informal assessment of the quality, effectiveness and impact of learning processes3.5 learning pr oduct in t erms of gr o wth and fulfilment (kno w ledge, skills and beha viours) or a pr oce

32、ss b y w hich behaviour is changed and shaped3.6 learning environment infrastructure and/or facilities that support individuals learning NOTE Examples include IT systems that allow individuals to store electronic-based learning materials such as e-books.3.7 learning needs analysis methodical approac

33、h to analyse and identify individuals learning and development needs NOTE This process is usually undertaken as part of other organizational processes such as performance appraisal, or in response to a change in the organization, e.g. new technology, ways of working, policies or risks.3.8 learning p

34、rovider internal or external person or group providing learning products, solutions and services3.9 organization person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives NOTE The concept of “organization” includes, but is not

35、 limited to, a small/micro, medium or large company, corporation, firm, enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not, public or private. SOURCE: ISO/IEC Annex SL:2012, 3.013.10 performance management organization-wide process

36、 to establish shared understanding about what is to be achieved and the mechanisms for leading and developing people to ensure it is successfully carried out3.11 performance review part of an organizations performance management system that involves assessing individuals job performance, and setting

37、 and agreeing new goals NOTE This process might involve identifying individuals learning and development needs to help them attain their new goals.3.12 stakeholder person or collection of people who have an interest in the organization and who can affect, be affected by, or perceive themselves to be

38、 affected by a decision or activity3.13 stretch assignment project or task given to an individual beyond their current knowledge or skills level NOTE A stretch assignment challenges the individual through working in unfamiliar situations to encourage learning and development. BRITISH STANDARD PD 760

39、06:2017 THE BRITISH ST ANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED 3 3.14 training organized activity aimed at helping individuals attain the required level of knowledge, skill or behaviours to improve performance3.15 value merit and worth of individuals due to their unique knowledge, skills and ab

40、ilities NOTE The term, inherent value, in this Published Document refers to the principle that people are valued for who they are, not just because they deliver monetary value or money equivalents to their organization. SOURCE: BS 76000:2015, 3.264 Individual level learning and development4.1 Genera

41、l Although learning is a natural process, individuals usually do not learn as effectively as they should or can. The w a y that indi viduals learn is influenced b y cont e xt , priorities, opportunities and a v ailable resources. A range of different personal factors might encourage learning, as wel

42、l as have an effect on the outcomes of learning (see Table 1 and 4.2 to 4.4). Table 1 Learning and development: context, enablers and outcomesIndividual level Organizational level Context/Priorities Operational objectives Position within the organization Career aspirations Personal learning preferen

43、ces and needs Legal/regulatory Sect or specific Business opportunities Business continuity/risk issues Strategic priorities Enablers Time availability Collaborative working opportunities Job design Organizational and management support for learning and development Resources and policies Constructive

44、 feedback processes Outcomes Increased skills Knowledge Appropriate behaviours Increased capability Change-readiness Organizational resilience and adaptability Enhanced performance Workforce engagement Talent development4.2 Context and priorities4.2.1 General Learning and development is a shared res

45、ponsibility between the individual and the organization. Individuals can learn all the time as their development is ongoing. The learning undertaken is informed by the needs of the individual, by operational objectives that are relevant to the individual and their role and career aspirations.4.2.2 T

46、riggers of learning Learning, at an individual level, is important when individuals: a) ar e learning ho w t o do som ething f or the first time; PD 76006:2017 BRITISH STANDARD 4 THE BRITISH ST ANDARDS INSTITUTION 2017 ALL RIGHTS RESERVEDb) are expanding the breadth and depth of what they have learn

47、ed; c) need t o achie v e a specific out come; d) encounter problems or things do not work in the way that was expected; and e) need to learn a new way of doing something, which requires them to change skills and work- role practices. Agr eeing learning and de v elopment priorities f or indi viduals

48、 in v ol v es a pr ocess of self-r eflection and dialogue with their manager at regular intervals.4.2.3 Personal learning preferences Individuals have their own preference and approach to learning that can vary from context to context. Not everyone might be conscious of their own learning preference

49、s and it is, therefore, important that organizations help individuals to be more aware of the approaches to learning that are most helpful to them and to take proactive steps to encourage them to develop their own learning skills. Learning and development activities should respect, and where possible, cater for the individuals specific needs.4.2.4 Analysis of learning needs A systematic approach to determining what learning needs to occur (learning needs analysis) involves both the learner a