BUSINESS AND LIFE: The Learning Organisation: Building a ...

Dr. Valda Henry

In the first issue we introduced the contextual framework and last week, we explored the definition of a career resilient workforce and demonstrated that people looking out for themselves are not a detriment to an organisation. They are critical for a company?s growth and success. In essence, we have demonstrated that a learning organisation is a progressive, productive organisation and a career resilient workforce is a productive, agile and flexible workforce. This week we explore the steps in building a learning organisation and a career resilient workforce.

Three key steps in building a learning, progressive and productive organisation are:
1.Supportive learning environment ? the organisation must foster a respect and appreciation for diversity, encourage new ideas, provide a safe environment that fosters wellness and organise work in ways that provide time for reflection.

2.Concrete learning processes ? this requires good communication so that information and knowledge are shared and institutionalised to ensure that the information and knowledge are passed on to new employees. In essence the culture of the organisation is shared.

3.Leadership behavior that provides reinforcement ? when leaders actively question and listen to employees and thereby prompt dialogue and debate, people in the organization feel encouraged to learn (?Is yours a Learning Organisation? by David A Garvin et al, HBR, March 2008).

Leaders need to change how they view the relationship with employees, from an adult-child relationship guaranteeing lifetime employment to an adult-adult relationship with the focus and emphasis on employability

We see from the list above, that an engaged, enterprising and career-resilient workforce is critical to a company becoming a learning organisation. Last week we were challenged to revisit our view of people looking out for themselves and we appreciated that they are or can be good for an organisation. This week we also examine the factors needed for building a career resilient workforce.

In creating and sustaining a career-resilient workforce, both employers and employees share the responsibility for building the skills that both need to thrive. It requires new attitude and tactics. Companies who ignore career-resiliency risk losing their most talented employees and their competitive edge.

The new attitudes needed to create a career resilient workforce include:

1.Loyalty ? Talented employees who leave are not traitors nor are organisations that no longer need the skills of employees, wicked. Employees are valued, trusted and respected members of the organization while they are part of it.

2.Career paths ? Companies and employees succeed when employees cross easily over functional boundaries, switch between regular and special projects and move on comfortably if they no longer fit.

3.Customers ? Without customers, no one has a job. Only employees who understand and support that have a job.

4.Company-employee relationship ? A move to adult-adult relationship. Adult employees manage their own careers and adult organisations help them acquire new skills.

New Tactics include:

1.Self-Assessment ? tools, including books, assessment tests, to help employees identify their skills, interests, values, temperaments and jobs they?re best suited for. Productivity increases when people love their work.

2.Skills benchmarking ? employees are helped to assess their current skills against job-market demands inside and outside the company. This requires ongoing dialogue about the company?s strategic direction. A HR audit is recommended as part of that process. The HR Audit helps identify development gaps.

3.Lifelong learning ? Employees are assisted in maintaining a professional development plan and in exploring job opportunities. The company provides opportunities through in-house training, webinars and assist employees in pursuing educational advancement.

4.No-fault exits ? Transitions are managed with dignity, whether voluntarily or involuntarily terminated. Companies may provide assistance with counseling, investing or finding another job.

5.Credible career support ? Employees must know that support is genuine. It is recommended that career management is separated from performance appraisal and stress the importance of confidentiality (HBR Onpoint product #7206 ? ?Toward a Career-Resilient Workforce? by Robert H Waterman et al. The expression ?et al? is often used when the number of writers to an article exceeds two).

Next week we take a Caribbean perspective on building a Learning Organisation and creating a Career-Resilient Workforce.

We welcome your comments, suggestions and questions. Email us at info@vfinc.org.

Valda Frederica Henry, VF Inc.?s CEO and Principal Trainer is a Chartered Financial Analyst (CFA), Certified Global Professional in Human Resources (GPHR), Certified Myers Briggs Type Indicator (MBTI) Practitioner, holds a PhD in Industrial Relations & Business, a Masters in Business Administration and a BSc Management Studies. VF Inc. is a Human Resource & Finance Consultancy firm with a Training and Recruitment arm, and the producer and host of a live TV program ?The Cutting Edge of Business?.

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