Kerka (2001) introduces seven themes related to human resource development: work force diversity, cross-cultural issues, the learning organization, technology in work and learning, increasing numbers of older workers, informal learning, and spirituality in the workplace. In reflecting on the work that my company does for its clients, these themes would be ranked in the following order of relevance (from most to least):
1. The learning organization
2. Technology in work and learning
3. Informal learning
4. Increasing number of older workers
5. Work force diversity
6. Cross-cultural issues
7. Spirituality in the workplace
Senge (1990/2006) first introduced the concept of the learning organization as a set of core learning capabilities that enable an organization to innovate and create sustainable advantage. These principles of the learning organization underline much of the work we do, helping organizations and their employees to improve their knowledge, skills, and abilities. This often includes many components beyond just training events; it often includes cultural elements, change management, communication, leadership development, rewards and recognition, coaching, and more. The learning organization is also the concept around which we are seeing a growing synergy between learning and knowledge management. When focused on improving the performance of organizations and their employees, many of the techniques used by both disciplines overlap and they certainly share much in common related to their desired end goals. In 1999, Senge himself shared that he saw KM addressing “the same critical issues [that the Society of Organizational Learning] members have been struggling with—the sustainable creation, transfer, and dissipation of organizational knowledge” (Karlenzig as cited in McElroy, 2003).
Technology is becoming an increasingly critical delivery vehicle for learning as well as knowledge sharing. Over the last 15 years, our company has seen a shift from only the largest organizations implementing technology-enabled learning solutions (or eLearning) to now seeing that nearly all learning projects involve some form of a blended learning approach. Technology is also being used as an important tool during the design and development of learning programs via the use of Wikis, web conferencing, Instant Messaging, and team Web sites to help manage the workflow of often geographically dispersed project teams.
Informal learning would be the third most relevant theme in the work we do, especially as we shift to recommending more holistic solutions to address organization’s learning and performance improvement needs. Informal learning is often defined as the individually driven lifelong learning that occurs outside training or a classroom. By equipping individuals with the skills needed to be self-directed learners, informal learning represents significant potential in helping individuals improve their skills and knowledge. With a workforce skilled in self-directed learning and the creation of an environment conducive to knowledge sharing and innovation, informal learning can act as an important conduit for taking knowledge from an individual level to a work group and even organizational level. In practice, by applying the discipline of knowledge management to informal learning, new learnings can be captured, shared, and applied. Thus through Nonaka & Takeuchi’s (1995) concept of socialization, informal learning can become a viable gateway to accessing tacit knowledge—and converting it into something that can benefit entire work groups and organizations.
The next three themes—increasing number of older workers, work force diversity, and cross-cultural issues—do arise periodically as specific need for clients. Many workforces are challenged with generational conflicts as older workers remain in the workforce longer. Work force diversity and cross-cultural issues can also arise in the form of gender, race, geographic, or cultural differences. Often the solution lies in ensuring that learning programs incorporate the perspectives representative of that organization’s workforce. Additionally, if there are existing issues across these groups, we recommend that action be taken to improve employees’ understanding and appreciation of differences (paired with policies to enforce non-discriminatory behavior).
Lastly, spirituality in the workplace is not something my company has dealt with; but I do have colleagues who are doing work in this area, often paired with executive or other one-on-one coaching efforts.
References:
Kerka, S. (2001). Human Resource Development. Trends and Issues Alert, No. 25, Retrieved March 28, 2008, from https://www.cete.org/acve/docs/tia00093.pdf
McElroy, M. (2003). The new knowledge management. Burlington, MA: Butterworht-Heinemann.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
Senge, P. M. (1990/2006). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
- Robin
Copyright Robin Donnan 2008. All Rights Reserved.
http://www.perfassocinc.com
