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Manage learning without apology: an economist's perspective

机译：无需道歉即可管理学习：经济学家的观点

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Purpose - The purpose of this paper is to review the current state of corporate learning from a business perspective and make specific recommendations for improvement. Design/methodology/approach - Conclusions are reached based on personal experience at Caterpillar Inc. (Caterpillar University was named Best Overall Corporate University in 2004 and ranked 1st in ASTD BEST Awards for 2005), from numerous benchmarking visits with other companies and from discussions with other learning professionals. Findings - It is found that learning is not managed like a business in most organizations which reduces its impact and influence. Worse, many in the learning profession continually apologize for the lack of rigor and discipline, believing that it is too hard or too difficult to manage learning like other lines of business. It is concluded that learning is not any more difficult to manage than the rest of business and two key requirements for success are suggested. First, the learning function should create a written business plan with specific, measurable objectives that are strategically aligned to the organization's overall goals. Second, the plan must be executed throughout the year with discipline, rigor, accountability and transparency. Examples of alignment and measurement scorecards are included. Practical implications - Specific recommendations to run learning like a business, including sample reports. Originality/value - The paper brings a business perspective to learning which will be valuable for HR and training professionals without business line experience. Intended for those who want to improve their existing T&D function or start a corporate university.
机译：目的-本文的目的是从业务角度审查公司学习的现状，并提出具体的改进建议。设计/方法/方法-根据在卡特彼勒公司的个人经验得出结论（卡特彼勒大学在2004年被评为最佳整体企业大学，在2005年ASTD最佳奖项中排名第一），来自与其他公司进行的多次基准测试访问以及与其他学习专业人士。调查结果-在大多数组织中，发现学习并不是像企业那样进行管理的，这会降低其影响和影响力。更糟糕的是，学习行业的许多人因缺乏严格和纪律而不断道歉，他们认为像其他行业一样管理学习太难或太困难。结论是，学习并不比其余业务更难管理，并且提出了两个成功的关键要求。首先，学习功能应创建具有特定，可衡量目标的书面业务计划，该计划应与组织的总体目标在战略上保持一致。其次，该计划必须在全年中严格遵守纪律，严格，负责和透明。包括对齐和测量记分卡的示例。实际意义-像企业一样进行学习的具体建议，包括样本报告。独创性/价值-本文为学习带来了商业前景，这对于没有商业经验的人力资源和培训专业人员将是有价值的。适用于那些希望改善其现有T＆D功能或创办公司大学的人。

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