The workplace - a source of learning

A Corporate Qualifications Framework (CQF) linked to RPL and OFO’s

Learning at work involves many different learning processes. These are difficult to categorise and compare as they are grounded in different paradigms of learning, have different goals, are associated with different kinds of activities, and are centred on different levels of the organisation.

Learning may be primarily oriented towards employee development, Skills related to specific job functions or more narrowly concerned with the business goals of the employer.

The outcomes of learning may be viewed by the employee as knowledge or skills development. This knowledge may, over time, be incorporated into company routines and procedures through a cycle of continuous improvement and knowledge creation.

The goal of ongoing training at work is to enhance and upgrade the knowledge of the employee while at the same time empower the employee in terms of specific positions or progression planning.

Company centred approach

The norm is for companies to have a set of training and education initiatives that are packaged as "employee development" schemes and which are primarily centred on the personal development of employees.

Educational courses may encompass job-related learning but are much broader than industry specific training. They seek to encourage a positive attitude towards learning, particularly among those who have traditionally been excluded from vocational education and training.

Studies of these initiatives tend to focus on the aims of the company and the organisational framework, with only secondary interest in the processes involved in adults learning in the workplace. The workplace is viewed more as a site for learning than as a source of learning.

Learner centred approach

A learner-centred approach focuses on the learning experiences and aspirations of employees and the ways in which they are able to take advantage of learning opportunities in the workplace.

The interest in core competences and basic skills arises from recognition that the occupational demands of the workplace can no longer be met through specialised occupational knowledge and skills alone. These skills can be linked to specific competencies which in turn relate back to the OFO’s

It is assumed certain basic skills have been developed in the school system and are thus not the concern of the workplace. A high proportion of school leavers in the workforce, have serious deficiencies in core skills of literacy and numeracy - reflecting earlier failures in the education system.

There is a need therefore, to establish a Corporate Qualifications Framework appropriate to specific companies. The CQF can be aligned to specific competencieswhich in turn can be aligned to specific qualifications or a selection of industry specific skills programmes. By this means the shortfall in competencies can be established and training can be implemented to take care of the shortfall.

Possible implementation strategy

A possible implementation strategy consisting of 4 integrated processes would include

  • Development of Corporate Qualifications Framework (CQF) aligned to the company training needs and/or specific occupations aligned to OFO’s
  • Assessment of individuals against related job specific competencies
  • Systems development, implementation monitoring and corrective action
  • Development of a Quality Management System (QMS) for delivery of training as identified

The CQF will spell out all the required competencies of the organisation and for specific job tasks related to specific positionsaligned to relevant OFO’s.

As can be seen below, use can also be made of “recognition of prior learning” (RPL) which potentially has great benefit for employees.

The benefits of the process are

  • Employees will know exactly what the assessed level of competencies are and where shortfalls exist
  • The benefits of RPL will be recognised and appreciated by all stakeholders
  • There will be minimal disruption to workflow, as learners will have a variety of entry points
  • Human capital will be quantified for the benefit of the organisation and will be aligned to the vision and mission statement.
  • Various stakeholders will see how competency of workers fit in to the organisational standards

Performance management and performance appraisal

An added advantage of the CQF is that it can be an exciting tool in performance management and in conducting performance appraisals.

The following steps can be followed in drawing up a performance management process linked to the CQF. This would take place after briefing all key players.

  • Meeting with individual key players
  • Determine strategic objectives
  • Break down objectives into specific tasks
  • Translate tasks into company specific training programmes
  • Group programmes related to specific positions linked to the OFO’s
  • Develop skills programmes if not already available
  • Develop performance management system making use of the CQF and ensuring
  • Standards against which training will take place fall into place
  • Skills programmes are identified
  • Candidates can be assessed against unit standards to assess previous abilities

© Des Squire (Managing Member)

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