Workplace Learning and Development Strategy

Detailed assignment brief- Individual assessment

Assessment Requirements

• Word limit 3,000 words (+/- 10%)
• Plagiarism report: 0-3% similarity.
• Assignments should contain no spelling or grammatical errors and be presented in a report format.
• The report should include a contents page, clearly labelled sections and references pages – add recent statistics if possible.
• Harvard referencing format must be used - not older than 10 years.
• References required 30-40
• Please put a lot of references in the body of the work at least one reference every two or three sentences.
• All reference sources cited in the reference list must be included in the main body of the report
• Please ensure each page of your assignment is numbered.

1.0 Introduction

The assignment should be based on an organisation – the selected organisation is the NHS. This work should be completed using secondary research only. Primary research may be used, as long as it can be done remotely. Primary research is not essential to achieve higher marks.

It is strongly recommended that you make good use of appropriate academic sources, particularly current peer reviewed journal articles and relevant reference materials, including best practice from contemporary case study organisations.

2.0 Detailed task requirements

Your task is to produce an individual report to:

Identify and critically analyse the learning and development strategy for the NHS and critically analyse the human resource development (HRD) implications.

You are required to identify a 12 month learning and development strategy for the NHS. If the NHS already has this document readily available, then you may focus on the methods of evaluation for the company. If the organisation does not have this document, then you can create one for them using case study examples from your wider reading from secondary research data to help you.

Your report should address the following key areas:

1. Critically identify the anticipated HRD intervention outcomes for this programme. Critically outline the drivers for improvement and provide context and implications for the organisation in terms of any relevant aspects of HRD practice.
2. What types of internal and external data could be helpful in creating the Learning & Development strategy? If a Training Needs Analysis (TNA) is part of the L&D activities, what is the current gap for the organisation and what information would be helpful to better understand the gap and potential solutions for reducing that gap? Where can this data be located?
3. What are the key requirements in the design and delivery of the learning and development (L&D) activities? Appraise the roles and responsibilities of individuals in meeting L&D needs. Who should hold accountability and have responsibility for the learning and development strategy and why?
4. Critically discuss how the learning and development strategy could be evaluated using Kirkpatrick’s evaluation model (1996; 2006), or similar. Critically explain why a systematic evaluation method is important for the organisation in measuring success.

Sample Answer

Human Resource Development in the NHS

Human Resource Development (HRD) within the National Health Service is increasingly regarded as a strategic mechanism for enhancing both organisational performance and the quality of patient care. The anticipated outcomes of HRD interventions extend beyond individual skill acquisition and instead reflect a broader agenda of workforce transformation, leadership sustainability, and cultural inclusivity. A core expectation of such interventions is the enhancement of workforce capability. By equipping staff with updated clinical and managerial skills, the NHS aims to ensure that patient care remains safe, effective, and aligned with the latest evidence-based practices (Buchan et al., 2022). At the same time, professional development opportunities are strongly correlated with employee engagement and retention, which is crucial in a sector consistently challenged by recruitment difficulties and high levels of staff turnover (NHS Staff Survey, 2023).

Another anticipated outcome relates to the advancement of inclusivity in learning. HRD interventions, when strategically designed, can help reduce barriers faced by minority groups in accessing professional growth. For instance, targeted programmes that support Black, Asian and minority ethnic staff, as well as initiatives aimed at addressing the underrepresentation of women in senior leadership positions, have been shown to contribute to a more equitable organisational culture (West et al., 2017). In addition, the development of future leaders represents a central ambition of NHS HRD, given that succession planning and leadership pipeline creation are essential to sustaining an organisation that faces both workforce shortages and significant systemic pressures (NHS England, 2022).

The drive for improvement in HRD within the NHS is influenced by several contextual factors. Foremost among these is the pressing issue of workforce shortages, which affects nursing, midwifery and general practice in particular. Addressing these shortages requires not only recruitment but also significant investment in reskilling and upskilling to enable staff to work flexibly across evolving service demands (King’s Fund, 2022). The growing emphasis on digital health technologies also represents a powerful driver. The adoption of electronic patient records, artificial intelligence and data-driven care pathways demands a workforce capable of engaging with digital tools confidently and competently (NHS Digital, 2023). Furthermore, the post-pandemic environment has sharpened attention on the need for resilient leadership and improved psychological support systems for staff, highlighting HRD as a vehicle for embedding wellbeing into organisational practice.

Continued...