The HR LearnOps Framework is designed to integrate Human Resources (HR), Learning and Development (L&D), and Business Operations into a comprehensive framework that supports corporate sustainability and education in the long run.

​

Similar to a business model structure, its design can be used for the duplication, scale-up, and redesign of nearly all formats of corporate training. It can be reused for different types of training formats within the same corporation, which include On-the-Job Training (OJT), Management Training, Onboarding, Growth Management, Train-the-trainer (TTT), etc. Its design is also an extension of the Backward Design and includes the key advantages of the ADDIE model, SAM model, etc.

​

The framework has a six-step design as follows:​

​

Step 1: Identify Desired Results

​Set all of the performance and behaviour descriptions for each role as the prior step. Then, break your descriptions down into qualitative and quantitative KSAs. This practice would allow your results to be tracked more easily, instead of being too vague if used in performance evaluation.

​

Step 2: Determine Acceptable Evidence

​Get familiar with the job tasks of the role before planning. With this background information collected in advance, the designer would have a clearer idea of how to match each KSAs with each job task and the role of the task holder as a whole. To get an effective result in this step, needs analysis and a bigger picture of the business operations are usually needed as a prerequisite.

​

Step 3: Plan Learning Experiences (LXD)

​Think from the perspective of the learner and the trainer. By thinking from their perspectives and having a better idea of the planned assessments to verify learning, the designer would find the most suitable way to support their learning by conducting either learning activities or mock assessments for the learners.

​

Step 4: Conduct Corporate Training with the learning experience design (LXD) planned in Step 3

Think from the perspective of both the trainee and the trainer. Utilize training materials such as Standard Operating Procedures (SOPs) in corporate training contexts such as on-the-job training (OJT), Management Training, and Train the Trainer (TTT). In my point of view, Train the Trainer (TTT) doesn’t only involve being a trainer on stage as it’s normally used, just similar to a teacher at campus but in a corporate setting. Instead, being a trainer on stage is more of a training methodology in corporate settings. Training methodologies also include role plays, simulations, experimental learning, group discussions, etc. The main objective and goal for Train the Trainer should be ‘Train the Employee who is responsible to conduct the Training, in other words, Trainer, how to conduct the training itself in a current best possible way’, as stated by the original definition and the terminology of ‘Trainer’ by its name. That is what Learning Experience Design (LXD) is for and why it should be invested to bring the best possible results. For cases particularly where a trainer is training on stage, Curriculum Design suits into the design of Learning Experience Design (LXD) as a sub-category. There are also cases where e-learning acts as a sub-category in Learning Experience Design (LXD).

​

In addition, hitting the corporate training on the ground running is also as important as Learning Experience Design (LXD) itself. Without putting Designed Learning Experience into practice, it is nearly impossible to get enough data evidence to support the effectiveness of performance reviews, not to mention to further support business operations and its performance showed in the corporate KPI.

​

Step 5: Execute one's design of evaluation in Step 2

Match each KSAs with each of its corresponded job tasks and the role of the task holder as a whole. Also, collect enough performance assessment data to support the data analysis of the Learning Experience Design (LXD) conducted in Step 4.​

​

Step 6: Analyse and Manage the performance evaluation data results collected in Step 5 to match with the desired results identified in Step 1 for further business evaluation.

​Data analysis as such should be conducted to check the effectiveness of the training design. With these results analyzed, the four levels of the Kirkpatrick model would then possibly be applied to further support business operations and business performance. These results could then be further used for ongoing design improvements to continuously support business operations and further business performance.