Learning and Development in a Knowledge Setting: Nurturing Competencies and Capabilities

1. Chapter 10Learning and Development in a Knowledge Setting

2. Learning in a Knowledge Environment(1/9) • Learning and development are essential activities in a knowledge-intensive community • Knowledge workers innovate and adapt as they explore and integrate new knowledge and experiences • Social, intellectual and technical capital need to be nurtured and valued across the community

3. Learning in a Knowledge Environment(2/9) • Training: learning processes guided by an expert • Learning: changes in skills, knowledge and abilities which influence how people think and operate in the future • Development: ongoing process of growth and change which occurs as new influences are encountered

4. Learning in a Knowledge Environment(3/9) • Competencies: areas of knowledge and skills which contribute to job-related behaviors • Capabilities: the range of skills and competencies which enable the individualto meet the challenges associated with performing complex work roles

5. Learning in a Knowledge Environment(4/9) Learning approaches • There is no single best learning approach • Different methods suit different purposes • Individuals may learn best through different approaches • Different forms of learning need different support approaches • Organizations need to provide opportunities which reflect these different needs

6. Learning approaches • Organizational • Induction • On-the-job training • Lectures • Seminars and workshops • Individual • Impromptu learning • Online learning • Authentic learning • Action learning

7. Learning in a Knowledge Environment(5/9) Factors affecting learning

8. Learning in a Knowledge Environment(6/9) • Individual learning factors: • Prior learning experiences • Ability / reflective skills / risk taking • Commitment to / perceived value of learning • Career aspirations • Time management • Creativity / innovativeness

9. Learning in a Knowledge Environment(7/9) • Organizational factors: • Values • Learning philosophy • Rewards for and recognition of learning • Leadership • Performance management system • Knowledge system and structure

10. Learning in a Knowledge Environment(8/9) • Operational factors: • Learning transfer • Learning culture / attitude to errors • Leadership / learning sponsorship • Available support • Knowledge sharing practices • Workplace support for learning

11. Learning in a Knowledge Environment(9/9) • Learning context: • Range and forms of learning opportunities • Support available • Learner orientation • Appropriate resources • Relevance • Strategic focus • Form of delivery • Content

12. Creating a Holistic Developmental Approach • Learning occurs from the moment a person commences working in an organization • In the early years of employment, members will need guidance on how the organization operates • Capacity building needs to be encouraged to build new leaders for the future • Informal and formal opportunities need to be provided

13. Holistic learning and development in a knowledge setting(1/3) Early professionals • Individual • Develop new competencies • Apply knowledge • Seek mentors • Attend learning • opportunities • Ask questions • Operational unit • Locate mentors • Plan, provide, • monitor learning • opportunities • Give feedback • Assist with on the • job learning • Encourage growth • Reward efforts • Organizational • Monitor learning • participation of • members • Sponsor and • encourage • CoP involvement • Provide orientations • Plan and promote • learning activities

14. Holistic learning and development in a knowledge setting(2/3) Mid career professionals / project managers / team leaders • Individual • New roles • Leadership • Communication • Time management • Planning • Applied competencies • Operational unit • Ongoing learningopportunities • Encourageinteraction • Supportparticipation • Encourage sharingof learning • Organizational • Recognize needsand roles • Providedevelopmentopportunities • Encourage peerlearning / sharing

15. Holistic learning and development in a knowledge setting(3/3) Leadership Stage • Individual • Develop newcapabilities • Share knowledge • Mentor others • Seek new learningchallenges • Operational unit • Provideappropriatelearningopportunities • Give feedback • Encourageleadership roles • Organizational • Recognize new • leaders • Assist with political • capacity building • Leadershipprogrammes • Nurture talent • Support risk taking / • innovation

16. Developing Social Capital • Social capital is largely developed within the work setting and shaped by the values which operate • Values • Individualism versus collectivism • Team membership • Communities of practice

17. Developing Knowledge Leadership Capabilities • Leadership development • Modelling • (Shadowing / coaching / mentoring) • Authentic learning

18. Project-based Learning • Standardized templates, guidelines and methodologies • Guidance on project roles and responsibilities • Regular updates on improvements and record keeping processes • Project team leadership • Project related capabilities • Project learning and reflection

19. Working with Technology(1/2) • Area of constant change and up-skilling • Novices, empowered and expert users • Technological literacy: the capacity to analyze, apply and manage technological processes • Technological skills • Conceptual understanding • Organizational context and tools • Self-management

20. Working with Technology (2/2) Evaluating user competencies • Needs analysis • Skills audit • Technological skills framework • User support • Failure analysis • User groups

21. Building a Comprehensive Knowledge Development Strategy

22. Planning for Individual Development • Individuals must be responsible for their own learning • Career planning • Goal setting • Performance development reviews

23. Concluding Points • Learning and development is the responsibility of the individual, the operational unit and the organization as a whole • Learning never stops: we all need to keep developing as we adopt new roles • There are many approaches to learning, but those that encourage strong transfer are the most preferred

24. Today’s focus questions: • What types of learning strategies should a knowledge organization support? • Why is learning so important in a knowledge setting? • What role could a knowledge service play in encouraging ongoing learning and development? • Lecture reference: Debowski, Chapter 10