”The things you know!”

1. ”The things you know!” • The Vox barometer: informal learning • Competence card for workplace • Methods and tools

2. Vox-barometeret The Vox barometer Survey on learning at work Presentasjon for Kontaktgruppen for kompetanse og arbeidsliv. 8. Desember 2004

3. The respondents: Companies having two or more employees: 2000 employees 1720 employers Age 22-66 years Top managers or person in Work at least 1hour/week charge of training

4. Learning in Working Life Characteristics considered important for workplace learning

5. Colleagues at work are frequently used when challenges at work have to be met Proportion of employees who frequently / very frequently use the following strategies to meet challenges at work. Percentages. %

6. Three out of four companies do not find it difficult to find suitable offers of training Is it difficult to find offers of training that suit your company?

7. 35 per cent do not know or cannot say what the employees need to know more about! Can you give som notes on what you think employees in your company need to know more about?

8. Motivation

9. Many aspects influence the motivation for learning % Proportion of employees who agree / agree strongly with the statements..

10. Motivation for learning declines with increasing age

11. Colleagues and customers are the most important sources of learning for employees Participation in learning activities in the last four weeks. %

12. Digital Skills

13. Trial and error is the most imortant source of learning for ict Proportion of employees who have in course of the last 12 months acquired new skills in the use of a PC and the Internet through various activities. Percentages. %

14. Half the organisations belive that employees need to enhance their digital competance Proportion of employees who according ti the company managers need to raise their competence in computing and the Internet.

15. Basic skills

16. Efficiency at work % PC/Internett Maths & calculation skills Literacy skills Does the management believe the employees will do their jobs more efficiently by increased basic skills

17. The report can be downloaded from: vox.no/barometer/english V VIRK / D17 –D21 FILTER: Betyr dette at deres ansatte trenger å bli bedre på…

18. Competence card for workplace An instrument for visualise competence

19. The instrument • A subjective measuring tool (self-assessment) • Qualitative competence research • Focus primarily on the immediate or actual level of competence • The instrument is usable for SMEs. • The instrument is internationally applicable.

20. The central focus is on measuring/characterising/describing • personal competence (tendency of a person to act reflectively andin a self-organised manner) • activity and implementation-related competence (tendency of a person to act in a proactivelyand overall self-organised manner) • professional–methodological competence (tendency of a person to act in an intellectually and physically self-organisedmanner to solve methodological problems) • social–communicative competence (tendency to communicate and cooperatewith others in order to act in a self-organisedmanner

21. Key words describing the instrument a) Process Guidance b) Format for description of skills and competences from working place, divided into: working areas, responsibilities, professional skills needed, capability, social skills, management skills c) Format for individual CV d) Guidance for filling in the formats e) Examples of final results f) Database for searching internally in company

22. Objectives of the instrument • For the individual: for better self-awareness, for getting documentation of knowledge and skills, for tailored training, for visualising tacit skills and knowledge • For the company: for better overview of the human resources, for competence development strategy

23. Steps involved in the process • Clarification of the status of the company • Agreement of “why”, “how” and “who” • Information to all involved • Individual guidance • Filling in formats in individually/working groups • Dialogue manager-employee • Signed documentation • To be continued……..

24. Typology of competence visualisation models External model Analytical Behaviour indicators Examination Summative purpose Internal model Contextual Knowledge in practice: Narrative Declaration Formative purpose Hybrid

25. Possible critics from an “outsider” Possible critics from an “insider” About model development No scientific rigor, too subjective Does not involve the people in practice, too detached About the model No detailed descriptions and behaviour criteria Issues of visualising the self ignored. Too standardised, not flexible enough About use Not rigid enough Too rigid About assessment Not enough objectivity Not enough focus on dialogue Challenges of a Hybrid Model

26. A vision… • From stocktaking and planning tool to co-ordination and cooperation tool across organisational borders • The ideal instrument: both plastic enough to adapt to local needs, yet robust enough to maintain a common identity across contexts

27. Challenges • Target group: The individual or the company? • Companies: Different approaches; for finding training needs or for mapping of actual human resources • Reliable? Built on trust..... (which systems are reliable?) • A matter of attitude to ”learning”