Creating a learning culture in your organisation
Explaining Accreditation
In this short video we look at the different forms of Accreditation, namely: Individual Accreditation, Training Provider Accreditation and Programme Accreditation.
Links used in this video clip.
TRAINYOUCAN Video Blog: www.youcantrain.co.za
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How to creating a learning culture in your organisation.
It is critical to understand that a learning organisation is not about promoting learning for the sake of learning. It is about providing learning to enhance work processes and service.
That’s why in learning organisations individuals move from fearing mistakes to viewing problems and errors as information to help decision-making processes and enable success.
- Do your organisation have a learning culture,
- do you struggle to get people to come to your training course, or
- is training the last think your boss want to hear of.
If this is your organisation, then you definitely looking at the right video.
What you don’t know, is that you have all the resources to your expose to make your mark and turn that negative energy into a positive one, and yes, it’s actually very easy if you get the hang of it.
Lets take a minute and review why organisations don’t have a learning culture, and yes, this is always the easiest one to answer. Most popular responses to this question start with:
- A, my boss is not interested in training,
- B, training is boring, and
- C, I have no budget for training.
Now let’s look at some resources for turning your organisation into a learning culture.
- My boss or manager is not interested in training.
- Did you ever heard the expression that knowledge is power.
- Did you ever attend a SEETA meeting and felt left out because everyone is using terminology that you don’t understand.
People are also hesitant to get involved into programmes or activities that they do not understand or have no knowledge of. Start by implementing small programmes where you can start educating people on this level with the types of terminologies used, including OBE, skills development and the benefits of skills programmes and learnership to the organisation.
- Training is boring.
Firstly, we need to determine if your trainers are qualified, have the required subject matter expertise to facilitate the require programme, able to implement OBE principles and formative activities in the classroom. Do you review feedback from learners received after a training session, do your homework and check for references before appointing a training provider.
- I have no budget for Training.
What do you classify as training?
Training could be in the form of in-house courses, meetings, conferences, presentation, general talks and presentation. Training is not only something that happens in the classroom, but also outside the classroom.
- Selection of target groups
- How do you select the employees for training.
- Do they meet the minimum entry level requirements, such as numeracy and literacy levels.
- Do they have the previous experience required before you scheduled them to the course.
- Do they want to be on this training course.
- Do they even know why they on this training course.
- Is this course part their career planning.
- Completing a proper Learner Needs Analysis.
Did you complete a proper needs analysis based on the GAP principles, by confirming the organisations and the learner requirements.
- Selection of the course.
- Who selected this course for the learners.
- Do the course outcomes meet the requirements.
- How did you select the Training Company, or the facilitators that you using.
- Do your facilitators have the requires subject matter expertise to offer this course.
- Policy and Non-Conformance
- What is your organisations policy regarding non-conformance. (if someone don’t follow the rules, for example someone who don’t pitch for training with no valid excuse.
- Is there a set procedure how training or interventions will be scheduled?
- How will you communicate training to learners.
- Available Resources.
- What available resources do you have, such as facilities, manuals or equipment.
- Do you have a proper training room that is air-conditioned?
- What is the layout of the classroom that you want to use.
- Do you even have desk for the learners.
- Timing of Courses
- When is the best time for scheduling your course in the year, month, week and even the day.
- Do you schedule this during low production periods.
- Do you inform the learners and stakeholders well in advance of your planning.
10. Your Marketing Strategy.
Your staff is like any other person out there. They not going to be interested if you don’t sell it to them. Take for example our social network, like facebook. In the evening when you get home, only the popular stories and pictures captures your attention. We must also find ways in our business to sell learning interventions to learners, making it more attractive and bring the, “I want to do this” back.
11. Involvement of stakeholders
Do you involve other people like the management and supervisors in your planning for courses. By involving more people in you planning will secure more participation in your projects. Lack of knowledge is one of the biggest reasons people don’t get involved in new projects.
These stakeholders may be:
•The CEO of the company
•Management
•Union representative
•Subject matter experts
•Internal Auditing department
•Quality control staff
•Skills Development Facilitator
•Recruitment officer
•Safety Offices
13. Feedback to learners and stakeholders.
- Do you provide feedback to the learners on their progress, their queries or assessment results.
- Do you provide feedback to the stakeholders, like management and supervisors about the course.
- Do you delegate any problem areas identified during the learning intervention.
14. Do you allow for progress.
- Do you allow the resources required for progression in your organisation.
- Do your follow-up courses allow for progression of employees, for example: This year you offered the supervisor NQF 2 learnership and next year you offer the NQF 3 learnership.
- Do you issue certificates.
Also one of the biggest element that add to employee motivation during a learning intervention is the issue of certificate or recognition after completion of a course. What does your certificate look like. Do you mention the employees name in the internal newsletter, maybe a notice on the notice board or mention it during a staff meeting.
- Recruitment and Promotion Policy.
Do you have a recruitment or internal relieving or promotion policy with guidelines that enable or promote internal development. For example: Do you advertise new positions first internally before allowing external candidates to apply for the position.
- Life long learning.
Do you create or have a culture of “life long learning” in your organisation, meaning that you create opportunities for growth and excitement to progress to a next level, or interest in new courses.
Sponsored by TRAINYOUCAN
TRAINYOUCAN is an accredited training provider through the South African Sector Education and Training Authority (SETA) and provide both accredited and customised learning programmes to organisations looking to maximise their investment in developing their staff.