1 / 15

PROYECTO INMA Learning Organizations

www.inma-project.eu. PROYECTO INMA Learning Organizations. PROYECTO INMA. Roger Van de Winkel, director of REVALENTO. Learning Organisations: an attitude and not a model. Revalento. Quality by Learning Mission statement:

monty
Télécharger la présentation

PROYECTO INMA Learning Organizations

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. www.inma-project.eu PROYECTO INMA LearningOrganizations

  2. PROYECTO INMA Roger Van de Winkel, director of REVALENTO Learning Organisations: an attitude and not a model

  3. Revalento Quality by Learning Mission statement: To improve the performance of (a network of organizations) by revealing talent and contributions in a systematic way as part of a continuous learning cycle.

  4. Recent activities: • Community colleges and Schools: HRD quality standards, Safety programs, Life long Learning • Labour offices, local authorities e.d.: improvement of joint performances (NL as well as EU) • Dutch Small metal Industry, mobility sector : Life long Learning • Nat centre for Safety and Crime prevention: HRD • Teachers Association (300.000): professional standard as well as life long learning • Higher professional vocational education: Process management, coaching and counseling, learning organizations • EU: Quality assurance, performance management, learning organizations

  5. Why bother?

  6. Wasting: Clients viewpoints Market signals and selling opportunities Staff ( as easy replaceable “units”) Staff’s motivation and talent Staff’s experience Money: for doing same things over and over, for ineffective training, for inefficient procedures, for sick staff Managers energy Focus Learning Organisations, INMA, Santander 2012 01

  7. Customer viewpoint: satisfaction/dissatisfaction Source: NL Research in 110 SME regarding loyalty and customer satisfaction van Eijk, Fetter-Grotendorst, ZBC Kennisbank, 2012

  8. The Customers viewpoint, Loosing Customers: SME research NL indicates as major causes: • Repeatedly not meeting arrangements: 59% • Worsening of quality: 38% • Too little attention: 32% Conclusion: it is all about people, staff

  9. Staff viewpoint: Satisfaction/dissatisfaction Source: Belgian Social Insurance Bank 2009 (24.000 employers): official registration!!!!! Average sick leave: 6,32 days per staff member (app 4 < SME 100) Average cost: € 1120 Euro Average indirect cost: € 2500 to 3500 Euro Reasons: “objective” sickness 90% but with large category of difficult to track sickness (back problems, posture, headache e.d), mental issues work stress (almost 10%): demotivation A relative moderate estimate since this absenteeism was officially controlled

  10. Staff viewpoint:High absenteeism indicator for • Lower motivation for own job • Less loyalty and commitment to the business • Negative image / impact of management • Less employee satisfaction

  11. Staff viewpoint: Employee satisfaction • Staff satisfaction contributes to customer satisfaction • Staff satisfaction leads to better business performance / turn over Source: Harvard Business Review, 1998!!!

  12. Factors that contribute to employer satisfaction • Assurance of work • Secondary benefits • Salary • Able to use all skills and competences • “Security” (non physical) at the workplace • Relationship with manager • Recognition of achievements • Communication between staff • Autonomy Conclusion: importance of the people side

  13. Learning organizationWhat does it mean? an organization that is able to continuously sense changes in signals from its environment (both internal and external) and adapt accordingly a primarily social process which requires a certain culture. A culture in which learning, sharing and adapting has become part of an almost daily routine. Senge: …to shift to a more interconnected way of thinking. Organizations should become more like communities that employees can feel a commitment to.

  14. Model addresses: Strategy and direction: Businnes goal Planning How to get there Communication Sharing, understanding Efective management Recognizing, facilitating Training and development Using talent, skills and competences Learning / improving Are we succeeding?

  15. Combining the viewpoints: So why learning organization? • Increase joint and understood focus of the business • Increase Involvement of all • Increase common focus on outcome • Increase awareness of outcome of all • Increase use of experience, skills and competences of all • Strengthen facilitative / supportive leadership • Become more efficient • Increase effect of development activities Leading to higher staff as well as customer satisfaction: better business

More Related