Model documents

The document includes questions on understanding the organisation, the board's working practices, directors' behaviours, and responsiveness to stakeholders.

This document looks at the five characteristics of a learning organisation: strategy, structures, learning opportunities, looking in, and looking out.

There are various theories of different styles of consulting. The best way to gauge value from a consultant is by asking questions about aspects of their performance. This document is a sample list of such questions.

There are seven critical success factors for any corporate university that aims to develop learning and knowledge for the organisation, its employees, and perhaps a broader community. This document gives guidance on these success factors.

This matrix highlights development features versus management features - for example, personal development planning v performance management.

Marketing its services to the internal market (ie within its own organisation) is something the learning and development function sometimes takes for granted. In fact, marketing is one of its most important activities. This document provides tips on how to market learning and development.

This inventory should provide a simple guide to most of the commonly-recognised learning and development methods. Each method is listed, in alphabetical order, and followed by a brief description.

How well learning works may be measured in a number of different ways, and against a variety of criteria. This document provides a simple classification of the measures that may be used in evaluating learning.

One of the most common decisions confronting a learning and development professional is whether to meet learning needs from internal resources or to draw upon the resources of an external provider. This document looks at the advantages and disadvantages of outsourcing and insourcing.

This document covers the learners, learning objectives, the event, timings, briefing, preparation, monitoring, and evaluation.