Competence and learning strategy
Do your magic.
Which organization out there has most awesome competence and learning strategy? Either a combined or two seperate strategies...
I am to build an Academy for Learning in a huge organization where I want to place this academy on solid pillars of competence and learning.
And I wnat to learn from the best - hence you!
So please hit me, dear Rebels.
OK... that sounds interesting. Can I ask a bit more detail, what is the purpose of your learning academy with respect to providing value to the organisation? I am asking because the danger in such situations has been that you are tasked with something, but we have to be clear as to the problem to be solved by doing that.
Thanks for reply, John.
The goal is that competence development and learning efforts are carried out systematically and strategically with high relevance for both organization and individual. Specifically, this must be done by developing a competence and learning strategy that can ensure more targeted skills development opportunities for all employees.
In addition, overview, coordination and implementation of education, development and learning must be ensured in order to strengthen the learning environments.
By forming an Academy for Learning, new and relevant methods of learning and development must be developed and disseminated and ensure coordination of efforts. It is the ambition that the Academy should have a dynamic form that allows both a range of permanent development and learning activities to be offered, as well as to be able to accommodate emerging needs and to develop efforts to meet these continuously.
Anders, thanks for your reply.
In my humble experience, looking at this from a traditional approach, the design would be to create an Academy that is self contained, has a leader, and its own purpose and ways of working. There will be a schedule for who goes on what development courses, and the courses will be accredited. The measures would be number of people or courses run.
In the new rebel management approach, the question of the purpose must align and the academy must be there to support the business directly, So go into the business and ask those who will need its services about their work and value that then need. Not in a survey, visit, ask, and enquire of their staff.
Then looking at the ownership and leadership, the ownership of development must be retained by the person needing it. So the path of development will be individually and its plan starts with that individual.
The courses will be developed around those needs and will almost certainly be developed with real workplace issues to be resolves as exercises.
The measure of success could be: the proven value added to the people in the business?
As there is little space in a comment, all I am doing is reeling off what is in my head in a very direct way, sorry for that.
The idea of self-management tends to be received with both interest and cynicism. Amongst the varied reactions, there is one recurring doubt that I hear time and time again. That doubt is deep. That doubt, is trust.