Note from the publisher

Citation

(2002), "Note from the publisher", Journal of European Industrial Training, Vol. 26 No. 9. https://doi.org/10.1108/jeit.2002.00326iaa.001

Note from the publisher

A preview of forthcoming content

The following papers are scheduled for publication in early issues of Vol. 27 (2003) of the Journal of European Industrial Training.

Utilising reflective practice interviews in professional development

Reflection on practice is critically important for the full development and ongoing learning of professionals. The methods of reflection on professional practice reported to date have been developed primarily in the context of professional education in group settings led by a tutor. Research is underway into ways in which managers can be developed as learning facilitators in the workplace. The research reported in this paper shows that in-depth research interviews with professionals to investigate their work and learning can play an important part in supporting their reflection in-depth on their practice. An analysis of the processes involved, and the characteristics of the three research interviewers involved, indicates that human resource development professionals could be trained for the role of learning facilitators of professionals through one-to-one discourse in the form of in-depth interviews.

Impacting organisational learning: the training and experiences of quality award examiners and assessors

The underpinning theoretical argument in this paper is that quality award models and associated organisational assessment processes can be used to achieve much wider benefits than that of quality per se. The quality award assessment process has been applied in organisations since the mid-1980s and uses models such as the business excellence model and the Baldrige model. These models use an interpretation of quality, which is based on the holistic approach of total quality management. In parallel with the development of the assessment process there has been considerable development in the field of organisational learning with an emphasis on developing learning-based skills in employees. The paper shows how the learning experiences and skills developed and enhanced through the assessment process can be applied within an organisation's approaches to learning in other disciplines.

The early retirement incentive program:a downsizing strategy

This paper proposes a systematic, thoughtful approach to downsizing where the initiative takes into account the long-term goals and health of the organisation. The key to reducing uncertainty around early retirement incentive programs and potential negative outcomes is the ability to predict beforehand which employees will accept the early retirement packages. Many factors, including work related, non-work related, financial, macroeconomics, physical, psychological and family issues influence the decision to retire and are examined. One of the missing ingredients for the success of these programs can be found in the human resources department and its activities. This is the linking pin for all training, development and education efforts intended to socialise the existing management team responsible for this activity and its success as well as failures to deal with the new changes and culture of a downsized organization. Attention is given to the role and major issues of this intervention.

Training programmes as incubators

The point of departure is a temporary university incubator at a European technological university. These incubation programmes are held quarterly, and comprise six parallel developing teams nurturing and qualifying different business ideas into viable business plans. The programme has been successful, in technological, commercial and learning terms. Out of 102 business ideas, at least 57 successful new technology-based firms have been created from the incubation programme, and more than 400 students have received significant practical real life hands-on start-up experiences which have resulted in increased start-up competence and motivation.

Forum for organisational learning: combining learning at work, organisational learning and training in new ways

The paper reports on a new initiative to combine learning at work, training and organisational learning and change. In this "forum for organisational learning", scientists, organisational advisors and practitioners cooperate to find new ways of improving organisational learning, workplace learning and training. Within this new forum, each organisation is represented by two or three representatives, each fulfilling different roles. Some, the thinkers, follow a full master program. Others, the do-ers, follow only part of this program, but work within the organisation, focusing on organisational learning and workplace learning. Finally, in each organisation there is a responsible manager who sponsors the internal organisational process. Five paradoxes of learning form the core content of the programme: how to combine top-down and bottom-up approaches for strategy formation, how to combine learning and working, how to combine individual and organisational ambitions, how to combine structure and empowerment in leading teams and individuals and how to combine motivational approaches with approaches directed at reducing resistance.

Facilitating shared vision in organisation

The paper presents a structured method to help organisational facilitators work efficiently with their clients. Through this method it is possible to efficiently motivate and encourage top executives team to willingly generate true vision and mission and to implement these in the organisation for achieving both improved performance and harmony.