CIPD Week 1

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CIPD Week 1 by Mind Map: CIPD Week 1

1. Organisation Types

1.1. Private

1.1.1. privately-owned, intended to make a profit for owners / shareholders (e,g, Apple)

1.2. Public

1.2.1. Owned & operated by government to provide services to citizens, not to make a profit (e.g. NHS, councils, police)

1.3. Voluntary

1.3.1. Charities, non- / not-for-profit, aims to provide services to society (e.g. NSPCC, Shelter, Mind)

1.4. Franchise

1.4.1. Owner pays a brand a fee to open business under that brand. Aims to make profit using well-known brand to accelerate sales (e.g. McDs, BK, Starbucks)

1.5. Structure

1.5.1. Adhocracy

1.5.2. Henry Mintzberg - 5 Structured Configurations

1.5.3. divisions temporary joined

1.5.4. Divisional HR, L&D, Finance

1.5.5. Machine (bureaucracy) production line

1.5.6. Professional (bureaucracy) Process / policies, Public

1.5.7. Simple small, few employees, family

1.6. Reach

1.6.1. Local - in one town / city

1.6.2. Regional - North-west, south-east, Greater Manchester, Tameside

1.6.3. National - covering entire country

1.6.4. International - Covering several countries or entire globe

1.7. Evolution - how does the organisation behave when confronted with change (to survive competition, etc)

1.7.1. Adaptive - changes size and practice in relation to the world around it.

1.7.2. Dynamic - provides goods and services that keep up with customer needs with little / no change to size & practice of business

1.7.3. Static - fixed in size and practice. Rigid, possibly bureaucratic. Slow to embrace change.

1.8. Age

1.8.1. Mature - Aims & objectives are clear, clarity for individuals, focused on continuous improvement & growth. Solid foundations & best practices. Learning from past, strong into the future.

1.8.2. Immature - Existing policies and procedures, lack of measurement & analysis, does not learn from mistakes, restricted growth.

1.8.3. Start-up - new processes & procedures, new teams, inevitable change while determining best practices. Lack of clarity on aims & objectives. Priorities may change regularly.

1.9. Client Focus

1.9.1. Business to Business (B2B)

1.9.2. Business to Consumer (B2C)

1.10. Production Focus

1.10.1. Service - strategy, operations & measurement based on customer

1.10.2. Product - strategy, operations & measurement based on product

1.11. Delivery Channel

1.11.1. Online

1.11.2. Face-to-Face

1.12. My Organisation is...

1.12.1. Private

1.12.2. National

1.12.3. Adaptive

1.12.4. Service

1.12.5. Mature

1.12.6. B2B, central & local government, public

1.12.7. Customer facing, telephone, online

2. Modern Organisations

2.1. Hierarchy

2.1.1. fewer levels, use of teams

2.2. Division of labour

2.2.1. Expanded job roles

2.3. Systems

2.3.1. Directed towards managing change

2.4. Control

2.4.1. Decentralised, target, culture, HRM

2.5. Rewards

2.5.1. Based on group performance

2.6. Alliances

2.6.1. Global Market penetration

2.7. Organising across

2.7.1. Complex and multi-dimensional

3. Books

3.1. Reinventing Organisations - Frederick Laloux

3.2. The Human Workplace - Andy Swann

4. Analytical Tools

4.1. Scoping internal & external environment / context

4.2. SWOT analysis

4.3. Align with the goal / strategy of the organisation

4.4. Towards maturity benchmark / healthcheck

4.5. Golden Thread


4.7. Decision book

4.8. Design thinking - Ideo


4.10. McKinsey 7s Framework

4.11. Burke-Litwin

4.12. OD Models; Organisation Development | Factsheets | CIPD

4.13. Understand Business strategy / goals to determine SWOT & create solutions

5. Challenges in...

5.1. Finance & Banking

5.1.1. FCA / TCF Regulation

5.1.2. Innovation

5.1.3. High pace change

5.1.4. Embracing regulations, risks, controls

5.1.5. Connecting with individuals through technology

5.1.6. Keeping up with available opportunities

5.1.7. Investing in yourself

5.1.8. Strategic partnerships

5.1.9. Moving away from reliance on old methods

5.1.10. Proving learning outcomes

5.2. Retail

5.2.1. Employees needed on shop floors - how to train them?

5.2.2. Need to retain large / diverse knowledge of products

5.2.3. Keeping up with technology

5.2.4. Blended learning and bite-size module may help

5.2.5. Environment may have DPA implications in use of technology & devices

5.3. Public sector

5.3.1. Restriction on public procurement / spending

5.3.2. Need to recruit and use technologies from existing services and technologies before "shopping around"

5.3.3. Scrutiny from public & parliament

5.3.4. Communicating and maintaining consistency across disparate locations (around UK and globally)

5.3.5. Other departments & governments clashing

5.3.6. Flexible learning solutions needed Modular, self-facilitate

5.3.7. Cultural impacts on approaches to learning classroom-based, lectures, formal qualifications (degrees, diplomas) versus vocational experience, informal learning, microcredits

5.3.8. Creating an L&D strategy, culture and philosophy Create programmes that reflect these

5.3.9. Empowering social learning Within and across cohorts, groups, teams, sites

6. Golden Thread

6.1. What is my organisation's mission statement, vision & values? How does it affect what L&D offers?

6.2. Am I delivering what the business needs or just what it asks for?

6.3. Do I understand the purpose, strategy and goals of the business?

6.4. Do I have close working relationships within the business on the ground / operational level?

6.5. What are the issues / blockers?

6.6. Ask: What day to day problems is my work addressing?

6.6.1. If answer unclear ask; Why am I doing this?

6.7. What organisational goal / strategy is my work contributing towards?

6.7.1. If answer unclear ask; Why am I doing this?

7. Philosophy of Learning

7.1. A shared common vision and inspirational statement

7.2. Explains...

7.2.1. Why learning is vital has a key role in driving strategy, goals, performance, innovation and competitive advantage Invest in self-development Improves staff engagement

7.2.2. What learning is vital / desirable What is the aim / objective? What are the key competencies, skills & behaviours? Audit requirements Focus on existing & future needs Based on informed priorities

7.2.3. Who is responsible Everyone has some level of responsibility learners to engage, managers to drive, L&D to design, deliver & evaluate Are there roles with particular needs?

7.2.4. When and where learning can be undertaken Should learning be a life-long process? When is it most important? induction, promotion, organisational changes During work hours versus in personal time? Face to face (classroom, lecture, one-to-one) On the job Access to technologies? Formal versus informal

7.2.5. How learning is designed and facilitated Should be based on needs informed by data / metrics Consider learner needs - increase motivation & impact in context Measure effectiveness through full cycle Use quantitative and qualitative data and feedback rapid design and deployment (technology becomes quickly obsolete) Should be accessible with synchronous & asynchronous activities, technology, resources & support Provide room / time for pre-thinking, experimentation & reflection Use multimedia environments Informed by behavioural science Foster an environment of flow; anxiety- and boredom-free Encourage self-direction and exploration Encourage and facilitate communities, face to face & online Support resilience and wellbeing What is driving the learning? Be proactive Use checkpoints, referring back to philosophy; is this the best way to do it? 70/20/10

7.3. Think beyond current approach