The scenarios that any organization faces and has always faced are the current scenario and the future or desired scenario that has to do with the desire for prestige, consolidation, ensuring profitability of all kinds, growth with development, among others. The current one has to do with today's situation, both internal and external, that under a good diagnosis we can see how we are managing internal resources and with what level we are facing external situations.
Before this I ask the following question: are we acting on the right path? And if the training resource that I am developing can lead me to the future scenario that I long for. Undoubtedly, this analysis is exactly what everyone would do, as well as organizations dedicated to any business, because what it is about is to better direct the training resource, therefore learning, towards the objectives set.
I invite you, dear fellow teacher or reader, to reflect on what learning really means and on how am I doing it? I am completely sure that it will help you a lot.
Precisely with these questions I started as a facilitator in a business school, to my course on Strategic Management of Training and Development, aimed at a group of entrepreneurs on this occasion dedicated to the educational sector, and what I was really looking for in said introductory session, It was to understand the true meaning of learning and if the learning they had been doing in their various training courses was helping them to manage their businesses and for other areas of their lives.
Let's start from this reflection to better guide what is learned, because really, you learn to solve problems.
Learning and training are based on a diagnosis that is made in light of the needs that one has, which by the way must be diagnosed through the DNC. Problems are prioritized and causes analyzed, so always remember that problems are corrected by attacking the causes. Learning is measured through indicators aligned under the following logic of the BSC (Balanced scorecard): it is learned to improve internal processes, therefore, the “clients” indicators will be measured, finally this will lead to the achievement of the “financial” indicators. The logic is not the reverse as many think.
Today there are various ways of training and those who are trained must be kept in mind, remember that not everyone learns in the same way, but we do want them to learn this or that subject necessary for their best performance. We do not have resources to train ourselves, but if we see the potential and experience of our collaborators, we will find people who are prepared and who would gladly do so if we properly manage motivation as a managerial resource.
Undoubtedly, today a new learning is required, learning aligned to strategic approaches with a vision of vision-mission as direction. Let us guide this effort with a conscience of knowing, knowing how to do and being. Let's measure what is learned because what is not measured cannot be improved. Let's put aside the limitations that prevent or limit doing so. Let's manage with new models or paradigms: Diagnose properly first, learn from everyone, live the age of knowledge and ICTs must be exploited, align learning to the path of vision-mission-values and always remember that the value is not in the know, but what is done with what is known, and what is done with what is known, should add value.
