Hubert Ertl: Learning to work or working to learn? Sixth annual Knowledge Economy Forum Technology Acquisition and Knowledge Networks Cambridge, April 2007 Learning to work or working to learn? Changing contexts of company-based training Dr Hubert Ertl Department of Education University of Oxford

Hubert Ertl: Learning to work or working to learn? Outline Socio-economic changes Changes in the organisation of work New competences and company-based training Organisation of training Instructional designs and learning processes Integration of working and learning

Hubert Ertl: Learning to work or working to learn? Overarching changes: Megatrends Socio-economic Change Processes Post-modern Service Society Globalisation, Internationalisation Change as the Norm Intercultural Environments Demographic Change Knowledge and Information Society

Hubert Ertl: Learning to work or working to learn? Overarching changes: Megatrends Post-modern Service Society Globalisation, Internationalisation Change as the Norm Intercultural Environments Demographic Change Knowledge and Information Society Changes in the Organisation of Work

Hubert Ertl: Learning to work or working to learn? Company Organisation Knowledge-based practice Communication vertical chain of production horizontal business areas Modularised production systems Going-to-market time Simultaneous re-engineering Integration of markets Complex data systems Process competence internal company external environment Responsive management Group-based work organisation Dissemination of knowledge E-commerce Networks of stakeholders Changes in the organisation of work Diversification

Hubert Ertl: Learning to work or working to learn? communication self-organisation (individually and in groups) delegation of tasks, advice dealing with non-routine competence to learn and act independently changing attitudes towards learning Wanted: New competences…  challenges for company-based training

Hubert Ertl: Learning to work or working to learn? Challenges for company-based training Macro Level Micro Level Organisation of training: Planning of initial and continuous training Conditions of training (financing, training personnel, resources, etc. Human resource concept etc. Instructional designs, learning processes: Methods & Media Forms of social interaction learning environment etc.

Hubert Ertl: Learning to work or working to learn? Dimensions of human resource development and planning: Position-oriented measures Preparation of staff for specific positions in the company Company-based training (‘make’) Potential-oriented measures Overall development of competences of company staff Demand for competence s Recruitment of staff (‘buy’) Macro level: Human resource development

Hubert Ertl: Learning to work or working to learn? Subject (Person) Object (Environment) Interacting (Action) Internal results Learning processes (Internalisation) External results Working processes (Externalisation) Micro level: Integration of working and learning

Hubert Ertl: Learning to work or working to learn? Micro-didactic level Megatrends Post-modern service society... Changes in the organisation of work Company organisation Knowledge-based practice Communication Integration of learning in work processes! work challenges as starting point for learning processes! Availability of knowledge at workplaces! Knowledge networks in companies! Supervision of learners by line managers and trainers! Communication space! Micro level: Enriching of work processes

Hubert Ertl: Learning to work or working to learn? Thank you for your interest…

Hubert Ertl: Learning to work or working to learn? initial training Professionalisation further training (formal/informal) static notion of vocational competence: professional/vocational qualification as a distinct combination of knowledge, skills and attitudes achieved as a result of initial training and practiced throughout working life emphasis on material knowledge dynamic notion of vocational competence working as a continuous learning process initial, formalised training as a starting point emphasis on procedural knowledge Process competence

Hubert Ertl: Learning to work or working to learn? leadership upper level shop floor lower level culture of instruction leadership work group shop floor culture of advice & guidance Changing approaches to management