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

Quality Assurance Assurance in Learning in Learning Quality Organization in the Banking and in the Banking and Organization Financial SecTor SecTor in in EuRope EuRope Financial QUA.LOBSTER Project Project QUA.LOBSTER th 2008 January 9 th 2008 January 9 Amsterdam Amsterdam

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? an abstraction an abstraction "The essence of organisational "The essence of organisational responsiveness to forcees & responsiveness to forcees & environment developments environment developments learning is the organisation's learning is the organisation's otherwise we atrophy & die otherwise we atrophy & die ability to use the amazing mental to use the amazing mental ability supply-chain learning capacity of all its members to capacity of all its members to supply-chain learning create the kind of process that the kind of process that create be excellent, bright & be excellent, bright & successful will improve its own" will improve its own" successful Nancy Dixon, 1994 Nancy Dixon, 1994

What is a Learning What is a Learning Organisation? Organisation? "Organisations where people "Organisations where people continually expand their continually 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 P. 1990 The P. 1990 The F Fifth ifth Discipline: The art and Discipline: The art and Senge practice of the learning organization, Century practice of the learning organization, Century Business/Doubleday. Business/Doubleday.

Learning Organisation Organisation Learning “A model of A model of strategic change strategic change in in “ which everyone is engaged which everyone is engaged in in identifying and solving problems solving problems identifying and so that the Organisation Organisation is is so that the continuously changing, , continuously changing experimenting and improving, experimenting and improving, thus increasing its capacity to thus increasing its capacity to grow and achieve its purposes achieve its purposes. .” ” grow and 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, Vol Vol 66, Issue 3 pg 117p 66, Issue 3 pg 117p Journal, Summer 2001,

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 it t continually enhance their capabilities and work with it or for i 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 Requires Requires • Trust, consistency, attitude of inquiry • Trust • Trust, consistency, attitude of inquiry , consistency, attitude of inquiry • High levels of communication • High levels of communication • High levels of communication • Concern for interdependencies & interrelationships • Concern for interdependencies & interrelationships • Concern for interdependencies & interrelationships

M. Pedler Pedler al: The Learning al: The Learning M. Company - - 11 characteristics 11 characteristics Company Adopt a learning approach to strategy Adopt a learning approach to strategy Participative policy making Participative policy making Informating (Information Systems) (Information Systems) Informating Formative accounting – – valuing self valuing self- - Formative accounting responsibility, appraisal, targeting, resourcing resourcing responsibility, appraisal, targeting, and review and review Internal exchange (client- -server relationships) server relationships) Internal exchange (client http://sol.brunel.ac.uk/bola/culture/learnco.html

M. Pedler Pedler al: The Learning al: The Learning M. Company - - 11 characteristics 11 characteristics Company 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- -to to- -company learning company learning Company Learning climate Learning climate Self- -development opportunities for all development opportunities for all Self http://sol.brunel.ac.uk/bola/culture/learnco.html

QUA.LOBSTER QUA.LOBSTER QU ality ality A A ssurance ssurance in in QU L earning earning O O rganisation rganisation in the in the L B anking and F inancial B anking and F inancial S ec ec T T or or in in E E u u R R ope ope S A tool tool for FSS for FSS Organization Organization A to assess to assess their their development development as as LO LO Embeds a Quality a Quality Assurance Assurance Embeds approach approach

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

QUA.LOBSTER: Target : Target Groups Groups QUA.LOBSTER Trainers Trainers HR Specialists Specialists HR Everyone involved involved in the in the Everyone promotion of a LO in BFSS promotion of a LO in BFSS

QUA.LOBSTER: EXPECTED : EXPECTED QUA.LOBSTER BENEFITS BENEFITS Quality of The Training Quality of The Training Provision Provision HR ACTIVE ROLE HR ACTIVE ROLE Improve Diversity Diversity Improve Management by by fostering fostering Management Organizational Learning Learning Organizational

QUA.LOBSTER: objectives : objectives QUA.LOBSTER Create a european – – wide wide laboratory laboratory for for Create a european innovation as as virtual virtual community of community of innovation practices practices Apply the Apply the CQAF CQAF Improve LLL LLL processes processes Improve of FSS employees employees of FSS sectoral network network Activate a EU a EU – – wide wide sectoral Activate

QUA.LOBSTER: : QUA.LOBSTER objectives objectives Guidelines for transfer of for transfer of innovation innovation Guidelines National overview overview of the of the receiving receiving countries countries National Adapted & & transfers transfers the the Benchmarking Benchmarking System System Adapted Training Guidelines Guidelines Training Validation guidelines guidelines Validation

QUA.LOBSTER: : QUA.LOBSTER objectives objectives Piloting & & validation validation of experiences of experiences Piloting Case studies studies collection collection Case Guidelines for HR development for HR development Guidelines Final dissemination conference conference Final dissemination Conference proceedings proceedings Conference Adapted web site web site Adapted

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

THE VALUE: THE VALUE: Sharing of Sharing of experience experience Mutual Mutual Learning Learning learning learning network/community network/community Community of practices Community of practices Empowerment Empowerment

L.O. Criteria L.O. Criteria 1 . Learning 8. Professional 2. Participative approach to development policy making strategy opportunities 3. Access & Learning 7. Inter- transparency Organisation organisational information learning 5. Internal 4. Formative exchange & approach to 6. Reward dialogue planning flexibility objectives & monitoring results

Learning approach to Learning approach to strategy strategy Employee Relations Employee Relations Management (ERM) (ERM) Management - “ “internal customer internal customer” ” - Internal climate survey climate survey Internal Formative evaluation Formative evaluation Collect new ideas from staff new ideas from staff Collect (individuals & units) (individuals & units)