Introduction:
Workplace Learning and Performance supports Lehigh's Staff Employment Value Strategy (SEVS), a comprehensive package of rewards that acknowledges the important contributions of staff and will enable Lehigh to attract, retain, and motivate highly qualified staff. Three of the major elements of SEVS include:
- Professional development that is aligned with department goals and the University's strategic plan through course work, on-campus training, off-site training, and participation in professional associations that directly impacts an employee's ability to expand or improve their contributions to Lehigh
- Career opportunities for employees who are ready, willing, and able to expand the scope of their responsibilities and increase their contribution to the department
- Performance management that increases employee understanding of the strategic objectives through effective communication of goals and measures that are clearly connected to the strategic plan. Performance management provides the tools for staff members and their supervisors to establish clear performance goals; measures to assess performance; plans for learning to enhance performance; and continuous feedback through ongoing communication.
Definition of Workplace Learning and Performance:
Workplace: Because it is the primary place the learning activities are taking place. Learning is also taking place in the context of the institution – the goals, systems, resources, and incentives of the organization.
Learning: Because it is a process that drives performance through the development of individual and organizational knowledge and expertise. It also includes a broader definition that encompasses all opportunities – formal and informal, planned and unplanned – that lead individuals to learn and develop new knowledge and skills.
Performance: Because the outcome of learning (individual, group, and organizational) should be linked to individual, departmental, and institutional outcomes.
The Workplace Learning and Performance mindset:
- Recruit exceptional talent and develop staff to achieve a balance between current and future needs.
- Development is a shared responsibility and staff members are empowered to develop abilities that increase their contribution and managers and supervisors are talent developers/coaches.
- Development is driven by the University's need for new skills and capabilities: training and development programs for staff new in their role; work and stretch assignments that challenge staff members that are mature in their roles; and developmental assignments for those who need to improve performance.
- Development is supported by appropriate learning opportunities which include, in addition to training seminars, on-the-job special assignments, projects, participation in professional associations, and other planned activities.
- Development is tailored to meet individual needs.
- Development leads to greater potential for advancement but is not formula-driven and it adds value to the individuals and to the institution.
- The best opportunities for development exist in the current position.
To create a workplace that embraces learning and development based on institutional needs and future goals, managers and staff members are responsible for working together to achieve individual, departmental, and institutional goals.