April 23, 2018
From: Vice President of Human Resource
Subject: insight of the discovered problems
The previous research conducted has highlighted the some of the problems the organisation has faced from mystification on individual learning to organisational learning; the problems are the culture and the type of leadership within the organisation.
The learning process within the organisation culture has been impacted by various major barriers such as, the incentive systems adopted within the organisation (Popper, & Lipshitz, 2000). Workers are divided along the lines of their remuneration thus the workers have created classes in accordance with the levels of their incentives. The highly remunerated relate together distinct from those others who are remunerated differently, this has made it difficult for them to be classified together for purposes of learning. The employees have distinct goals they want to achieve separately. It almost like impossible to classify together people with different goals to share a common goal or learn together. Some of the employees work to actualise their self-set goals in which they have devised schedules and time frames to actualise their maiden goals.
Furthermore, the organisation has over the years experienced difficulties in choosing the mechanisms it would use to educate and inform its employees. Educative platforms can be chosen depending on the type and value of the information to be passed though, the organisation also values the amount6s ascertained in using the desired and relevant communication channel (Foster, 2014). Amounts of information that need to be communicated to or from the employees also provide a big challenge to the learning process. Huge information’s need composed and advanced platforms to pass through; the channels use a lot of resources which strain the organisation. Employees at times may not access or pass though huge and complicated information passed through to them.
Choosing the appropriate mechanisms to gather information from employees is another challenge to the organisation. Information gathering channels should be in such a way that they correct information that is relevant and representative to the real organisation needs on the ground and free from bias. Group discussions or individual learning may be some of the easy learning processes that can be adopted in an organisation, but they present advanced challenges as some may prefer one over the other. Employee turnout is also a challenge faced by the organisation, low turnout of employees affects the learning process where in the learning platforms full participation may lack.
To achieve the best results in the transition process it is best for the organisation to use On-line/Internal because it integrates the learning and working processes (Twigg & Steiner, 2002). It involves online experimentation and debriefing; online experimentation involves instant experiments of whether the actions taken will work while debriefing is just like online experimentation, but no testing is done. The On-line/Internal is an OLM that thrives on the assumption that workers learn as they are on the job, thus, learning should be in that way that people learn in their own pace while on the job. The OLM is best for the organisation due to the varying skills and job descriptions.
Organisations in recent years have hugely transformed by changing their cultures and their learning mechanisms in such a way that they can reach out to every employee irrespective of the distinctive departments or class. Thus, initiation of the right OLM enhances the learning process hence easily and smoothly transforming the organisation culture.
Vice President of Human Resource
Foster, E. C. (2014). Human resource management. In Software Engineering (pp. 253-269). Apress, Berkeley, CA.
Popper, M., & Lipshitz, R. (2000). Organizational learning: Mechanisms, culture, and feasibility. Management learning, 31(2), 181-196.
Twigg, J., & Steiner, D. (2002). Mainstreaming disaster mitigation: challenges to organisational learning in NGOs. Development in Practice, 12(3-4), 473-479.