Managing Competencies and Learning

Competence management is a crucial leadership skill that impacts the success, competitiveness, efficiency, and adaptability of individuals, teams, and the entire organization. Supervisors play a vital role in ensuring that the organization not only possesses the right expertise in the right positions but also continuously develops this expertise to effectively meet evolving needs.

In a changing world, all workplaces require continuous learning. Research shows that learning something new enhances a person's well-being. Learning something new doesn't always mean participating in a new training program. 

What can an organization's leadership, middle management, and all employees do to create the best possible conditions for learning? Where can resources be found to learn new things amidst the pressures of a hectic work life?

In this course, you will learn about competency management, what your role is in it, and how the responsibilities are divided throughout the organization. You'll gain insights on how to do this on an individual, team, and organizational level.

Welcome on board!

What will I learn?

• Understand how responsibilities for competence management are distributed and recognize your role.
• How to integrate the organization's strategic goals with the development needs of teams and individuals.
• Enabling everyday learning methods and a culture of learning interaction
• Understand the most common learning and management challenges – and find solutions.

Content:

• Introduction to Competency Management and Learning
  • Introduction
  • The Significance of Learning
  • The Prerequisites for Learning
  • Learning at Work
• Enabling Learning
  • Competency Management in a Nutshell
  • Shared Responsibility
  • Managers and Competency Management
• Individuals, Teams, and the Learning Culture
  • Managing Competencies in a Team
  • Managing Individual Competence
  • Collaborative Learning – How & Why?
  • Time as a Challenge
• Feedback and Reflection Support Learning
  • Giving Feedback
  • Reflection – How & Why?
  • Conclusions

References:

• Cromwell, S.E., & Kolb, J.A. (2004). An examination of work‐environment support factors affecting transfer of supervisory skills training to the workplace. Human resource development quarterly, 15(4), 449-471. 
• Dweck, C. S. (2008). Mindset: The New Psychology Of Success. New York : Ballantine Books.
• Garavan, T.N., O’Donnell, D., McGuire, D. and Watson, S. (2007), Exploring perspectives on human resource development: an introduction, Advances in Developing Human Resources, Vol. 9 No. 1, pp. 3-10. 
• Khandakar, M. S. A., & Pangil, F. (2019). Relationship between human resource management practices and informal workplace learning: An empirical study. Journal of Workplace Learning.  
• Lemmetty, S., & Collin, K. (2022). Jatkuva oppiminen ja aikuispedagogiikka työssä. Jyväskylä: SoPhi.
• Noe, R. A., Clarke, A. D., & Klein, H. J. (2014). Learning in the twenty-first-century workplace. The Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 245-275. 
• Orvis, K. A., & Leffler, G. P. (2011). Individual and contextual factors: An interactionist approach to understanding employee self-development. Personality and individual differences, 51(2), 172-177.
• Russ-Eft, D. (2002). A typology of training design and work environment factors affecting workplace learning and transfer. Human Resource Development Review, 1(1), 45-65.