Sustainable Learning in the Workplace

Skills are a major contribution to a company s
success. We all know that we need more, better and
newer skills in the workplace, but so much training,
however well intended lacks any impact on the
business. If the learning has not been sustained by
being embedded in the business, the investment in
training can be wasted. This book reviews training
activity among manufacturers within the automotive
supply chain, particularly from the perspective of
the smaller companies and the trainees themselves. A
model is developed that focuses attention on the
value of the learning. Criteria are identified to
support the model as a Framework for Sustainable
Learning. The companies most likely to meet these
quantifiable criteria will be the competitive and
innovative companies that operate as learning
organisations. It is argued that training targeted
on these companies will be cost effective to
implement, provide measurable performance benefits
and deliver sustainable learning. This Framework
should be especially useful to company managers or
advisers in skills brokerage who are seeking to
optimise the investment in skills development.

Autorentext

After twenty five years in manufacturing industry, mainly with SMEs in the instrumentation field, Dr Bevis is now Business Manager for School of Aerospace, Automotive and Design Engineering at University of Hertfordshire. His research interests are focused on the effectiveness of in-company learning and its effect on innovation.

Klappentext

Skills are a major contribution to a company's success. We all know that we need more, better and newer skills in the workplace, but so much training, however well intended lacks any impact on the business. If the learning has not been sustained by being embedded in the business, the investment in training can be wasted. This book reviews training activity among manufacturers within the automotive supply chain, particularly from the perspective of the smaller companies and the trainees themselves. A model is developed that focuses attention on the value of the learning. Criteria are identified to support the model as a Framework for Sustainable Learning. The companies most likely to meet these quantifiable criteria will be the competitive and innovative companies that operate as learning organisations. It is argued that training targeted on these companies will be cost effective to implement, provide measurable performance benefits and deliver sustainable learning. This Framework should be especially useful to company managers or advisers in skills brokerage who are seeking to optimise the investment in skills development.