The document presents the ILRI Learning & Development strategy. It discusses initiatives to introduce like training programs, talent management, and performance management. It outlines objectives to upskill staff, develop management skills, and create a talent pool. Strategies include training needs analysis, mentoring, and developing coaching guidelines. Key performance indicators are also provided to measure the strategy's success.

1. Presented by Nelly Owano Learning & Development Specialist, Human Resources ILRI, Nairobi, 5 July 2011

8. How do we do this…? What can we do…? When do we start…? Why should we do this…?

28. What’s my role…? How will this affect my performance…? What does this mean for me…? Does this make sense for me…? How can I be part of this…?

29. Initiatives Description Action Learning Action Learning is a process for bringing together a group of people with varied levels of skills and experience to analyze an actual work problem and develop an action plan Management training programme This is a course that is designed to provide new managers (or those who have moved to management positions within a period of 1 year) with a clear understanding of ILRI’s approach to management as well as offering a range of practical tools and techniques to help enhance efficiency and impact back in the workplace. Career Pathfinder This is a range of career guidance instruments developed to reflect the changes in the world of work. These are a practical guide to career decision-making. Coaching This is a learning technique that involves observing an individual at work and providing feedback to enhance performance or correct deficiencies. Coaching concentrates on improving performance in a current role and at a specific stage in an individual’s career. It is a “designed alliance” focused on developing an individual to become their "best self" and to contribute their "best fit" and talents. Cross-functional teams A team composed of people with varied levels of skills and experience brought together to accomplish a task. Cross-Functional Team members come from different organizational units. Cross-Functional Teams may be permanent or ad hoc

30. Initiatives Description Delegation This is the deliberate act of authorizing reportees to make certain decisions and is aimed at building management skills as well as establishing effective working arrangements between manager and employee FLMD First-Line Management Development – this is a fast track management program for high potential level 2D staff in the organization to equip them with basic management skills’ set in readiness for first-line management positions Individual Learning This is the ability of individuals to experience personal growth in their interactions with the world around them through different learning paths. Internship This is a temporary employee who, undergoes supervised practical training and is assigned specific or generic roles within the organization, typically students and recent graduates in different disciplines. Could form a talent pipeline for entry roles in to the organization. Job Swaps This is the temporary reassignment of two employees (exchange of position) who swap jobs for the purpose of broadening their exposure as well as skills and knowledge. Mentoring This is the process of developing and growing the individual for future (often unspecified) roles. It is a formal or informal relationship between senior and junior employees for the purpose of supporting learning and development.

31. Initiatives Description Secondment This is where a staff member is temporarily sent to another role within the organisation to carry out special duties or carry out a different role. Self-development Self-Development is taking personal responsibility for one's own learning and development through a process of assessment, reflection, and taking action Special Assignment This is a learning strategy in which the individual performs temporary duties on a full-time or part-time basis. These temporary duties may be performed within the individual's current organization or outside the organizational structure Sponsoring This is the process of opening doors, removing blockages and penetrating unnecessary bureaucracy on behalf of talented people so that they are brought to the attention of key and pivotal players in the organization and to enable them make bigger and appropriate contribution to the organization.

32. Initiatives Description Succession Planning A process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors. Successors may be fairly ready to do the job (short-term successors) or seen as having longer-term potential (long-term successors) Talent Management This is a conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organisational needs Vocational Guidance Test This is a career guidance test based on aptitude and personality measurement and assesses the possible career areas e.g. Morrisby Vocational Questionnaire (MVQ) Resource Centre Repositories of materials and information designed to increase knowledge, enhance foundational knowledge on technical and non-technical areas with a view to making learning easier and staff more effective in the way they work