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IOL can support your organisation in
developing and administering an open learning centre.
Open and Flexible Learning
- giving learners
choices on place of study, delivery mediums, pace of study, support mechanisms
and entry and exit points in their learning.
Developing a pivotal role for the Learning Centre in the overall learning,
training and development strategy. There are two separate but related
questions to examine.What is the present mix of learning, training and
development and how can this be developed to meet the needs of the organisation?
In answering this question it is important to develop integrated
solutions where the Learning Centre has a specific role that is not replicated
by training or development programmes. To create a pivotal role for the Learning
Centre all the present training, learning and development provision needs to be
reviewed and where appropriate changed. Establishing the 'right' balance will
also reduce costs.
| | A key requirement of most companies is for individuals to take more
responsibility for their own development. This is not only done by including
an element of self-study through the Learning Centre in training programmes
and development options but also through the development of Personal
Development Plans (PDPs), which individuals are required to fulfil. The Learning
Centre's traditional role is to provide a range of options to help individuals
achieve their PDP objectives.
Developing the Supporters. Within the Open Learning Model support is
essential to help learners manage their own learning, explore what they have
learnt with others, apply what has been learnt at work and evaluate the
business benefits produced. The importance of effective support cannot be
over-estimated. The richer the support-mix the more stimulating and
rewarding learning will be and the greater the business benefits.
Virtuous Performance Development Cycle
(© IOL(UK) Ltd)
Among the most important supporters is the Line Manager. It is only with
Line Manager support and encouragement that individuals can transfer their
learning into work and record the business benefits of their learning.
Increasingly, Line Managers are being asked to take responsibility for the
development of their own staff. This at best results in programmes to help
them develop a 'coaching style' of management and to carry out 'appraisals'.
Useful as this may be, it is only part of what is required. The more learning
is linked to work outcomes, the more it will
be valued. There has to be a clear connection between the business objectives
of the department and the training and development programmes on
which individuals are engaged. Where this happens learning is not seen as a
distraction from work but a major means of achieving the department's
objectives.
However, in addition to a 'coaching-style' of management, Line Managers
need to develop as:
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Role models for learning by demonstrating in behaviour and actions that
they are enthusiastic learners and developers themselves. |
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Providers of learning and development opportunities for others and active
supporters and encourages when these opportunities are taken up. |
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System builders who build learning into the system so that it is
integrated with normal work processes. |
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Champions of the importance of learning for other parts of the
organisation as well as their own section. As there is much that is new here
for most Line Managers, they will need programmes to help them develop all
these roles as well as a 'coaching-style' of management.
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Key Benefits
 | Reduce Start up costs |
| Simplify LRC Administration |
| Efficient Internal Marketing |
Please call or email for
details.
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