Highlight Symposium: The European perspective of HRD

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Subject A package for integrated learning and development (Jonathan Winterton)
Outline What I want to do is to encourage people to read my paper. This draws on the LEONARDO project DEVELOP, which is now completed. It also draws on research on management development done for the Department of Education and Skills and the Inland Revenue in the UK in recent years. Further research on work organisation and human resource development has been displayed through the Academy of HRD and through the CEDRA network that Barry mentioned (see contribution). Finally this has resulted in a product, rather than simply a project, which has been taken up by a consulting firm known as Andorra. 
     The starting point is the learning organisation. The origin of the DEVELOP project was really the observation that, despite a lot of very useful models of learning organisations, the practical aspects of how do we establish the necessary conditions for learning and development in an organisation, there is very little about that, there is very little sort of concrete practical tools to do this. And that was the background to the project DEVELOP. The purpose was to establish a comprehensive framework for integrating learning and development in organisations, especially for raising competences at the intermediate skills level. I am using competence in a holistic sense to embody cognitive and functional competences as well as behavioural and meta-competences and psycho-social characteristics as well.
     The second limb is really the management development. For us it is a useful starting point because, if you like the Matthias Principle that managers and other professionals typically enjoy very high participation in learning and development, much more certain than subordinates, and also because a bit of an ideal case the variety of routes and processes and ways in which managers learn, then the argument is: can management development which provides clues to good practice, can those good practice principles be applied to other employees, can they be generalised to other employees?
     That then takes us to work organisations that I describe as anthropocentric, fit for human beings, but very much built on developing skills and giving autonomy to groups of workers. Through that we can actually develop forms of work organisation that enhance the opportunities of learning. So learning at work, learning through work as well as learning for work, that's the principle there. And a preliminary investigation of work places suggest that where skill and autonomy are developed at work they provide more routes to development as well as improving quality of working life and retention and all the rest of it.
     So the project DEVELOP is really about building the conditions for learning organisation, for integrating work and development. We worked along a number of different learning domains. That's the area that Andorra has taken up, starting with the individual, moving to the team, moving to the organisation level, and dealing with the immediate needs, the future known needs, and the scary bit: the future unknown needs for most of the future. Finally, we put those together into this integrated learning and development framework, and the current policy context of lifelong learning provides the possibility of combining work place learning with broader learning and development in the community. It's really about bringing the conclusions of the Lisbon summit in March 2000, to create a European economy based on advanced skills and social inclusion, closer to reality. 
Reference Thesis: included in Manning 2002a; paper: Winterton 2002
Source Recording of the symposium
Descriptors D-LO    EP09        
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Editor: Sabine Manning  © WIFO