More and more companies are making learning and training a requirement.
Motorola has set aside 40 hours per year for every employee as a minimum.
They said their seems to be no limit to the improvements that can be
achieved with training. They even stopped trying to justify training only
trying to choose the most effective training.
I had one client who was reluctant to allow his people to meet for one
hour per week. After two years he asked if would be ok if the met three
hours per week because the had so many worthwhile projects they couldn't
get enough done in the one hour.
I do not know the answer to your question but I do feel strongly about
training as a part of strategy to improve.
Gene
At 02:01 PM 7/7/97 +0800, you wrote:
>Gaye Mara put forward a question, which should spin off
>to more important Questions>
>
>"what proportion of time people need to have free to devote to learning
>activities, formal or informal, in a learning organization?"
>
>IMHO, the above question reflects again our serious locked-in
>paradigm of Management and Dealin with PARTS!
>
>Which PART of our time for production?
>Which PART for Learning?
>Which PART for reflection etc.?
>
>Our life (especially in corporate world) has be chopped into so
>many fragmented un-connected parts, we should not start chopping
>time in many PARTS again. There is no superglue to glue the
>PARTS of time!
>
>Just a serious thought! and Regards
>
>Andrew Wong
Eugene Taurman
interLinx
ilx@execpc.com
http://www.execpc.com/~ilx
People will ultimately perform in accord with the way they are measured
and rewarded.
Control is preconditioning
William L. Ferrara
Penn State University
1975
--Eugene Taurman <ilx@execpc.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>