Quality Assurance Assurance in Learning in Learning Quality - - PowerPoint PPT Presentation

January 9 January 9th

th 2008

2008 Amsterdam Amsterdam

Quality Quality Assurance Assurance in Learning in Learning Organization Organization in the Banking and in the Banking and Financial Financial SecTor SecTor in in EuRope EuRope

QUA.LOBSTER QUA.LOBSTER Project Project

AGENDA AGENDA

  LO

LO definitions definitions

  LO systems, mechanisms & processes

LO systems, mechanisms & processes

  QUA.LOBSTER Project:

QUA.LOBSTER Project:

• Partners

Partners

• Target group

Target group

• Expected benefits

Expected benefits

• Objectives

Objectives

What is a Learning What is a Learning Organisation? Organisation?

"The essence of organisational "The essence of organisational learning is the organisation's learning is the organisation's ability ability to use the amazing mental to use the amazing mental capacity of all its members to capacity of all its members to create create the kind of process that the kind of process that will improve its own" will improve its own" Nancy Dixon, 1994 Nancy Dixon, 1994

an abstraction responsiveness to forcees & environment developments

• therwise we atrophy & die

supply-chain learning be excellent, bright & successful an abstraction responsiveness to forcees & environment developments

• therwise we atrophy & die

supply-chain learning be excellent, bright & successful

What is a Learning What is a Learning Organisation? Organisation?

"Organisations where people "Organisations where people continually continually expand their expand their capacity to create the results capacity to create the results they truly desire, where new and they truly desire, where new and expansive patterns of thinking expansive patterns of thinking are nurtured, where collective are nurtured, where collective aspiration is set free, and where aspiration is set free, and where people are continually learning people are continually learning to learn together to learn together" "

Senge Senge P. 1990 The

• P. 1990 The F

Fifth ifth Discipline: The art and Discipline: The art and practice of the learning organization, Century practice of the learning organization, Century Business/Doubleday. Business/Doubleday.

Learning Learning Organisation Organisation

“ “A model of A model of strategic change strategic change in in which which everyone is engaged everyone is engaged in in identifying and identifying and solving problems solving problems so that the so that the Organisation Organisation is is continuously changing continuously changing, , experimenting and improving, experimenting and improving, thus increasing its capacity to thus increasing its capacity to grow and grow and achieve its purposes achieve its purposes. .” ”

Rowden Rowden R.W. 2001, The Learning R.W. 2001, The Learning Organisation Organisation & & Strategic Change, S.A.M. Advanced Management Strategic Change, S.A.M. Advanced Management Journal, Summer 2001, Journal, Summer 2001, Vol Vol 66, Issue 3 pg 117p 66, Issue 3 pg 117p

LO systems, mechanisms & LO systems, mechanisms & processes processes

Learning Organisations are those that Learning Organisations are those that have systems, mechanisms & processes in place have systems, mechanisms & processes in place continually enhance their capabilities and work with it or for i continually enhance their capabilities and work with it or for it t achieve sustainable objectives for themselves and the achieve sustainable objectives for themselves and the communities in which they participate communities in which they participate What systems, mechanisms and processes? What systems, mechanisms and processes? Requires

• Trust, consistency, attitude of inquiry
• High levels of communication
• Concern for interdependencies & interrelationships

Requires Requires

• Trust

Trust, consistency, attitude of inquiry , consistency, attitude of inquiry

• High levels of communication

High levels of communication

• Concern for interdependencies & interrelationships

Concern for interdependencies & interrelationships

M.

• M. Pedler

Pedler al: The Learning al: The Learning Company Company -

• 11 characteristics

11 characteristics

Adopt a learning approach to strategy Adopt a learning approach to strategy Participative policy making Participative policy making Informating Informating (Information Systems) (Information Systems) Formative accounting Formative accounting – – valuing self valuing self-

• responsibility, appraisal, targeting,

responsibility, appraisal, targeting, resourcing resourcing and review and review Internal exchange (client Internal exchange (client-

• server relationships)

server relationships)

http://sol.brunel.ac.uk/bola/culture/learnco.html

M.

• M. Pedler

Pedler al: The Learning al: The Learning Company Company -

• 11 characteristics

11 characteristics

Reward flexibility Reward flexibility Roles and flexible, matrix structures Roles and flexible, matrix structures Boundary workers as intelligence agents Boundary workers as intelligence agents Company Company-

• to

to-

• company learning

company learning Learning climate Learning climate Self Self-

• development opportunities for all

development opportunities for all

http://sol.brunel.ac.uk/bola/culture/learnco.html

QUA.LOBSTER QUA.LOBSTER

QU QUality ality A Assurance ssurance in in L Learning earning O Organisation rganisation in the in the B Banking and anking and F Financial inancial S Sec ecT Tor

• r in

in E Eu uR Rope

• pe

A A tool tool for FSS for FSS Organization Organization to to assess assess their their development development as as LO LO Embeds Embeds a Quality a Quality Assurance Assurance approach approach

PARTNERS: PARTNERS:

EBTN EBTN A.s.b.l. A.s.b.l. ( (Luxemburg Luxemburg) ) Fachhochschule Fachhochschule fuer fuer Verwaltung Verwaltung und und Rechtspflege Rechtspflege FHVR ( FHVR (Germany Germany) ) SCIENTER ( SCIENTER (Italy Italy) ) Istituto de Istituto de Forma Formaç çao ao Bancaria ( Bancaria (Portugal Portugal) ) The The Bank Bank Association Association of Slovenia (

• f Slovenia (Slovenia

Slovenia) )

QUA.LOBSTER QUA.LOBSTER: Target : Target Groups Groups

Trainers Trainers HR HR Specialists Specialists Everyone Everyone involved involved in the in the promotion of a LO in BFSS promotion of a LO in BFSS

Quality of The Training Quality of The Training Provision Provision HR ACTIVE ROLE HR ACTIVE ROLE Improve Improve Diversity Diversity Management Management by by fostering fostering Organizational Organizational Learning Learning

QUA.LOBSTER QUA.LOBSTER: EXPECTED : EXPECTED BENEFITS BENEFITS

Create a european Create a european – – wide wide laboratory laboratory for for innovation innovation as as virtual virtual community of community of practices practices Apply Apply the the CQAF CQAF Improve Improve LLL LLL processes processes

• f FSS
• f FSS employees

employees Activate Activate a EU a EU – – wide wide sectoral sectoral network

network

QUA.LOBSTER QUA.LOBSTER: objectives : objectives

Guidelines Guidelines for transfer of for transfer of innovation innovation National National overview

• verview of the
• f the receiving

receiving countries countries Adapted Adapted & & transfers transfers the the Benchmarking Benchmarking System System Training Training Guidelines Guidelines Validation Validation guidelines guidelines

QUA.LOBSTER QUA.LOBSTER: :

• bjectives
• bjectives

Piloting Piloting & & validation validation of experiences

• f experiences

Case Case studies studies collection collection Guidelines Guidelines for HR development for HR development Final dissemination Final dissemination conference conference Conference Conference proceedings proceedings Adapted Adapted web site web site

QUA.LOBSTER QUA.LOBSTER: :

• bjectives
• bjectives

Need Need of HR

• f HR

Professionalism Professionalism & & Changing Changing the the Culture Company Culture Company No more No more functional functional analisys analisys but but individual individual analisys analisys

THE VALUE: THE VALUE:

Sharing of Sharing of experience experience Mutual Mutual learning learning Learning Learning network/community network/community

Empowerment Empowerment Community of practices Community of practices

L.O. Criteria L.O. Criteria

Learning Organisation

• 1. Learning

approach to strategy

• 2. Participative

policy making

• 3. Access &

transparency information

• 4. Formative

approach to planning

• bjectives &

monitoring results

• 5. Internal

exchange & dialogue

• 6. Reward

flexibility

• 7. Inter-
• rganisational

learning

• 8. Professional

development

• pportunities

Learning approach to Learning approach to strategy strategy

Employee Relations Employee Relations Management Management (ERM) (ERM)

• “

“internal customer internal customer” ” Internal Internal climate survey climate survey Formative evaluation Formative evaluation Collect Collect new ideas from staff new ideas from staff (individuals & units) (individuals & units)

“ “We need new ways of thinking in order to resolve the We need new ways of thinking in order to resolve the problems created by old ways of thinking problems created by old ways of thinking” ” (A. Einstein) (A. Einstein)

THANK YOU FOR YOUR ATTENTION

Mario Spatafora

THANK YOU THANK YOU FOR YOUR ATTENTION FOR YOUR ATTENTION

Mario Mario Spatafora Spatafora