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The future of organisational learning

机译：组织学习的未来

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Purpose - The paper's purpose is to compare and contrast employees' view of training andrndevelopment with that of employers. It seeks to identify synergies between what employees want tornlearn and the way in which they would like to develop their skills, with the training made available to themrnby their organisations.rnDesign/methodology/approach - Two separate but complementary surveys were carried outrnsimultaneously: a qualitative study, consisting of in-depth, face-to-face interviews with senior HRrnexecutives in large organisations from a cross spread of industry sectors, including Atos Origin, BDOrnStoy Hayward, DHL, GSK, HBOS, ING Direct, LloydsTSB, Nestle Purina, Parexel, Pilkington Group,rnReuters, Royal Bank of Scotland, SITA, TDK, T-Mobile, and Virgin Atlantic. The second survey was arnquantitative web-based survey, open to anyone in full time employment. Over 5,360 people participatedrnand almost all industry sectors were represented, as was most of the public sector.rnFindings - The findings focused on the following areas: employee engagement; quality, value andrnimpact: the critical role of managers; employee productivity; focus on the learner; and the future vision.rnPractical implications - The paper provides HR professionals with a benchmark for shaping learningrnand development programmes.rnOriginality/value - The paper shares current best practice in organisational development and gives arnsteer on future delivery methods and approaches.`
机译：目的-本文的目的是将员工的培训和发展观与雇主的观点进行比较和对比。通过组织对其提供的培训，它试图找出员工想要学习的东西与他们想要发展技能的方式之间的协同作用。设计/方法/方法-同时进行了两个独立但互补的调查：定性这项研究包括与来自不同行业的大型组织中高级人力资源管理人员的面对面访谈，包括Atos Origin，BDOrnStoy Hayward，DHL，GSK，HBOS，ING Direct，LloydsTSB，雀巢普瑞纳，Parexel ，路透社的皮尔金顿集团，苏格兰皇家银行，SITA，TDK，T-Mobile和维珍航空。第二项调查是基于数量的基于网络的调查，向全职工作的任何人开放。共有5360多人参加了会议，几乎所有工业部门都有代表，大多数公共部门也有代表。质量，价值和影响：管理者的关键作用；员工生产力；专注于学习者；实践意义-本文为HR专业人士提供了制定学习和发展计划的基准。rnOriginity/ value-本文分享了组织发展方面的当前最佳实践，并为以后的交付方法和方法提供了信息。

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