My question to you is: Explain why the systematic approach to learning and development is so important for organisations, and identify some of the critical success factors in its adoption.
Thanks much for your earliest reply
From Trinidad and Tobago, Saint Augustine
Thanks much for your earliest reply
From Trinidad and Tobago, Saint Augustine
Cassie:
Thanks for your question. I'm sure that many other readers will "weigh in" with their comments, but I'll attempt to answer your question in the light of my HR Consultancy practice.
The reason that a systematic approach to learning and development is critical goes to the innately sought factors of constant improvement in learning in individuals. If we systematically approach the learning process--building both the communication of facts and the sharing of knowledge upon previously attained learning--it addresses this innate human need of "progression" and "improvement." After all, I want to feel like I'm learning something new every day, don't you?
Now, that aspect addresses individual development, but not necessarily the organizational aspect.
Here, we have to look at an organization as a collection of it's members--and the organization is stronger than the sum total of knowledge of all of it's members specifically because of synergy gained by that collective membership.
Hence, a systematic approach is critical for organizations because organizations progress and continuously improve as their component contributors--i.e., employees--learn and progress. The level of knowledge gained by each individual within an organization helps to determine the level of proficiency with which he or she is judged by that organization--thereby enhancing his or her overall worth to the organization. In many cases, worth to the organization is tied to specific compensation. In most cases, more knowledge is viewed as developing the opportunity for growth and development--whether it's in revenue or in test scores, or whatever the unit of measure within the group.
At least in theory, those who have the highest levels of knowledge should receive the highest level of compensation. (Here's a quick lesson in Real Life 101, however---it doesn't always work that way.)
Corporations have evolved into rewarding those who constantly progress in "learning" and evolve in "doing." Learning simply for learning's sake is not inherently valued in many organizations. Nevertheless, it innately opens doors for employee satisfaction above and beyond money compensation.
I hope that's not too "pointy-headed" as an explanation.
Let me know if I can assist further.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
5Thanks for your question. I'm sure that many other readers will "weigh in" with their comments, but I'll attempt to answer your question in the light of my HR Consultancy practice.
The reason that a systematic approach to learning and development is critical goes to the innately sought factors of constant improvement in learning in individuals. If we systematically approach the learning process--building both the communication of facts and the sharing of knowledge upon previously attained learning--it addresses this innate human need of "progression" and "improvement." After all, I want to feel like I'm learning something new every day, don't you?
Now, that aspect addresses individual development, but not necessarily the organizational aspect.
Here, we have to look at an organization as a collection of it's members--and the organization is stronger than the sum total of knowledge of all of it's members specifically because of synergy gained by that collective membership.
Hence, a systematic approach is critical for organizations because organizations progress and continuously improve as their component contributors--i.e., employees--learn and progress. The level of knowledge gained by each individual within an organization helps to determine the level of proficiency with which he or she is judged by that organization--thereby enhancing his or her overall worth to the organization. In many cases, worth to the organization is tied to specific compensation. In most cases, more knowledge is viewed as developing the opportunity for growth and development--whether it's in revenue or in test scores, or whatever the unit of measure within the group.
At least in theory, those who have the highest levels of knowledge should receive the highest level of compensation. (Here's a quick lesson in Real Life 101, however---it doesn't always work that way.)
Corporations have evolved into rewarding those who constantly progress in "learning" and evolve in "doing." Learning simply for learning's sake is not inherently valued in many organizations. Nevertheless, it innately opens doors for employee satisfaction above and beyond money compensation.
I hope that's not too "pointy-headed" as an explanation.
Let me know if I can assist further.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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