Skilling Rigsmont
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Skilling And The Role Of The Firm $199 The six contributions included in this special issue covering skilling and the role of the firm come from a range of disciplines, backgrounds and international perspectives, providing something of interest to all readers. Although each paper considers a very different aspect or takes a very different perspective, some common themes emerge. |
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Re-skilling for Recovery: After Leitch, Implementing Skills and Training Policies $35.1 No Synopsis Available |
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The Gates Foundation and the Future of US Public Schools $140 What are the implications when the educational policy and priority of public schools are concentrated in ways that foster de-unionization and teacher de-skilling while homogenizing school models and curriculum? This volume addresses this crucial, unanswered question while investigating the impact of the Gates Foundation on education. |
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Strategies for Regenerating the Library and Information Profession $140 This volume comprises papers prepared for the 8th World Conference on Continuing Professional Development (Bologna, Italy, 18-20 August 2009). Within the broad theme of creating a positive work environment for a multi-generational workforce in library and information organizations, the conference addresses managing between and across generations, mentoring and coaching, attracting people to the profession and developing a new generation of leaders, re-skilling and transferability of skills, succession planning and passing on knowledge. |
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State of India’s Livelihoods Report 2011 $29.95 The State of India’s Livelihoods (SOIL) Report is an annual publication that aims to document recent trends and issues in the sphere of livelihoods promotion of the poor. A one-of-its-kind report, it is the only document that aggregates the experiences and challenges of the livelihoods sector, analyzes case studies and reports the progress of both government and privately run programmes with respect to the 4Ps—People, Policy, Promoters and Potential. This volume of the SOIL Report presents the status of livelihoods during 2010–11. It analyzes different trends and various challenges affecting livelihood opportunities. It zooms in on some key debates and conflicts in the sphere of livelihoods arising from the global economic slowdown, the Indian agricultural crisis, food inflation and hunger, the status of health and education, drastic climatic changes, and so on. The report also looks at some of the major livelihood initiatives—such as skilling and employment; market inclusion; decentralization and revival of agri-rural economy—and discusses their implications for the poor as well as for livelihood professionals. |
Building A Learning Organisation - Part 3
...continued from Part 2
APPLY THE GOLDEN RULES
The following practices and approaches can be used while managing the learning process.
1. Thrive on change. Management must not be afraid of change. There should be commitment to and focus on the things that matter most. Change is necessary and therefore clear objectives and plans must be in place. Change will translate itself into a learning opportunity.
2. Encourage experimentation. Change will bring along uncertainty and risks. Experimentation is a necessary risk. Accept mistakes as a normal process and encourage employees to come forward with ideas. Learning from mistakes is often more powerful than learning from success. The most important thing is to 'fail intelligently' to learn something from mistakes. Apply reviews of the whole change process and reward individual effort.
3. Communicate success and failure. Let there be a communication system of disseminating information and knowledge that reaches everyone efficiently, for example, through company journals, website, job rotation programs etc.
4. Facilitate learning from the surrounding environment. Learn from internal factors such as processes and procedures at work and find ways of how to improve learning from competitors. Avoid their mistakes and copy their well-achieved results. Can also form alliances to have a cross fertilisation of ideas. Build a relationship with customers. Apply an outside-in policy to strategies. Customers provide free advice through their complaints, suggestions and surveys. After all, the organisation survives through satisfying customers. Theirs might be the best advice.
5. Facilitate learning from employees. Offer continuous learning and multi-skilling opportunities. Remove hierarchies and empower people to experiment and take decisions. The people at the lower ranks in an organisation are the ones who know most of the problems within the business. This means that more often than not, the employees themselves know what needs to be done to improve the business.
6. Reward learning. Have a proper performance appraisal system to reward those employees who are embracing the learning culture to boost morale. Remember that everybody wants their work to be appreciated. Make sure therefore that individual performance is linked with organisational performance.
7. Intentionally retrieve and retain company memory. It is important to keep a record of processes and achievements so that learning will not be lost; it can be passed on to those coming later on into the company and also the company can refer back to information held. The learning process must be planned and objectives for it set. It must be monitored and reviewed all the time.
Through the learning organisation process people will develop, the brains of all employees are switched on, not just those of the few, and a feel good factor is created through greater motivation. A more flexible workforce evolves by building organisations fit for human beings. People will become more creative and social interaction will improve. Teams and groups will work better through knowledge sharing, becoming more interdependent, increasing responsibility at all levels and developing an entrepreneurial spirit. The company will benefit from better customer relations, the breaking down of traditional communication barriers, and from the increased creativity and innovation of its people that should give it a competitive edge.Sandro Azzopardi is a professional author who writes several articles on various subjects on his web site and local newspapers and magazines. You can visit information about this article and others on:http://www.theinfopit.com/business/learning/buildingalearningorganisation-3.php
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