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National Knowledge Network Czech Republic

National Knowledge Network Czech Republic. Sofia 30 th - 3 1 th May 2012. EFFICIENCY MEASUREMENT OF LIFELONG LEARNING, USING OF BALANCED SCOR ECARD CONCEP T. With the support of the Life Long Learning Programme of the European Union. Objective.

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National Knowledge Network Czech Republic

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  1. National Knowledge NetworkCzech Republic Sofia 30th-31th May 2012 EFFICIENCY MEASUREMENT OF LIFELONG LEARNING, USING OF BALANCED SCOR ECARD CONCEPT With the support of the Life Long Learning Programme of the European Union

  2. Objective • To put together a knowledge network by enlisting experts from both, the supply and demand sides of further education • Systematic approach • Contacting with organizations and companies rather than individual experts • Segmenting KN by target platforms/network segments

  3. Networking platforms • Profession based Education, lifelong learning in industry • Institution based Institutions, networks and organizations active on national level • Business based Existing and potential partners and customers from public and private sector • Project based On-going projects

  4. Target groups • Experts in lifelong learning • HR experts in companies/organisations • HR managers • Line managers • Top management • Trainers/consultants

  5. Undertaken steps • SEE OUR DISSEMINATION EVENT UPDATE 

  6. Evaluation – good practice • Completion of EMOLL project (4th term) • Experiential interchange • Gathering info about the current management approach • Reviewing the current approach shownby key managers

  7. Sustainability • The National Knowledge Network will continue to facilitate the setting of other activities (networks) focused on developing human resources and HRM and HRD products and services

  8. Feedback – private/public sector • NEEDS versus RESOURCES • Declared need of strategic management system and measurement in HR area • Declared deficiency of TIME, CAPACITY and COMPETENCIES

  9. Feedback – private/public sector • NEEDS versus DECISIONS • Declared need of strategic management system and measurement in HR area • Decision-making of company owner / mother company • Approachofthe management to HR department – do onlywhatisthe most needed • Measure up to thethirdlevel, but don´tworkwiththeresultsofthemeasurement– as itpoints to wrongidentificationoftrainingobjectives (defined by line managers)

  10. Feedback – private/public sector • HR DEVELOPMENT = COSTS • Do you want to know the benefits of such costs? • Do you want to measure its added value? • HR COSTS = INVESTMENT IN HR • To implement your vision • Open minded management

  11. Thank you for your attention

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