Your L&D report (3,500 words +/- 10%) will be a full written response to your L&D scenario, demonstrating your understanding of the frameworks of good practice, based on the theories, models and...

Running Header: Learning & Development Report – Scenario Assessment                                        1
Learning & Development Report – Scenario Assessment    14
Learning & Development Report – Scenario Assessment
Learning & Development Report – Scenario Assessment
1. Introduction
Siemens represents one amongst the largest of the electrical / electronics engineering firms across the globe. Each year the company employs close in ~20,000 people within in a single region of operation alone (Siemens 2018a; Siemens 2018b). The specific scenario facing the company and one that is the focus of this report concerns the company need for integrating the learning and development program, by way of suitable redesign, within the organizational strategic process such that the company can transform itself into an learning organization and gradually complement the company’s strategic objectives in an effective manner (Siemens 2018a; Siemens 2018b).

2. Organisational Context
The overall scale concerning the prevailing social as well as economic changes, the varied processes pertaining to globalization, rapid forms of transition concerning the knowledge dependent society as well as pressure from demographic factors resulting from the population that is ageing represents some of the challenges that shall demand the newer set of approach concerning learning, training, etc. for development within a framework pertaining to learning organization as well as the overall development of the human resource (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). Knowledge as well as skillsets concerning employees shall be required in being developed constantly for the purposes of being aligned with the various changes, flows of information, as well as newer technologies (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). The changing form of environment indicates that all of the employees shall be required in em
acing the core philosophies / principles behind the learning (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). The objectives concerning learning shall be with respect to employees in mastering their knowledge, overall skillsets, as well as behaviours that are emphasized over development programs for human resource as well as for applying them over their routine daily activities (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). The same has been recently acknowledged that for gaining the competitive advantage, trainings have to encompass things that go beyond the bare essential skills development (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). The learning organization represents the company which has developed enhanced capacity for learning, adapting, as well as changing, and also em
aces overall culture representing lifelong continual learning thereby enabling all of the employees in continually acquiring as well as sharing the knowledge (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015).
The learning organization which shall emphasize overall knowledge management as well as training can be noted as one element of the system developed for creating the intellectual capital (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). Within the learning form of an organization the training processes shall be scrutinized in a careful manner as well as aligned towards the goals of the company (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). It needs to be noticed herein that overall essence concerning the notion of the learning organization shall not be limited to training but to the focus on self-development (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). The learning organization shall lay emphasis that the learning shall take place not just over the individual level, that is, across the employee level as one assumes learning in the conventional sense, but in addition over groups as well as the levels of organization. In case a company aims in placing itself over the position like this, it shall require possessing suitable process using which an organization at an overall level undertakes changes with respect to procedures, practices, and methods as well by the said means transform itself towards that of learning organization (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015). The same illustrates the overall significance concerning the development of human resources (Barham et al. 1988; Goodman and Dingli 2017; Burke and Noumair 2015).
Siemens represents one amongst the largest of the electrical / electronics engineering firms across the globe. Each year the company employs close in ~20,000 people within in a single region of operation alone (Siemens 2018a; Siemens 2018b). Further additionally, the company undertakes investment in huge amounts across its research & development function as the company’s chief emphasis lies over innovation (Siemens 2018a; Siemens 2018b). Hence, for the purposes of the business growth and expansion, the company requires people who possess skillsets of high cali
e, required knowledge levels as well as capability with respect to varied domains like engineering, information technology, business, other various domains, etc. as suitable (Siemens 2018a; Siemens 2018b). The strategic planning at the company encompasses the planning of workforce, as well as the systematic form of process to identifying overall human capital that shall be required in meeting the goals of the company as well as the development of strategies for meeting the various requirements (Siemens 2018a; Siemens 2018b). The workforce planning aids the organization in estimating the future course requirements of workforce as well as calculating the relevant numbers, overall nature as well as sources concerning the potential set of employees who shall meet the said demand (Siemens 2018a; Siemens 2018b). In different terms, the same shall concern getting optimal number of individuals, with right set of skills, at the right situation as well as over the right instance (Siemens 2018a; Siemens 2018b). Akin to the workforce, overall planning shall enable the company in the inspection of existing employees as well as skillsets they possess so as to determine where there are gaps in the skillsets needed for meeting the objective of the business (Siemens 2018a; Siemens 2018b).
In the context of the same and in light of the scenario facing the company, the PEST assessment of the company is presented as follows –
· Political: The company operates across the globe and given the overall political stability it operates as well as on account of the diverse portfolio of geographical presence, the same is not a significant factor for the company’s learning & development scenario (Siemens 2018a; Siemens 2018b; Barham et al. 1988).
· Economic: The company operates across the globe and given the overall regaining of economic situation post the global financial crisis, as well as on account of the diverse portfolio of geographical presence, the same is not a significant factor in the shorter term for the company’s learning & development scenario (Siemens 2018a; Siemens 2018b; Barham et al. 1988).
· Social: The...