ORGANIZATIONAL LEARNING AS A TOOL FOR ENSURING PERSONNEL COMPETENCE: THE ASPECT OF EFFECTIVENESS
DOI:
https://doi.org/10.31891/mdes/2023-7-24Keywords:
organisational learning, employees’ competencies, employees’ learning effectiveness, Kirkpatrick model, CLICS modelAbstract
The quintessence of the article is a scientific and applied platform of organizational learning in the formation of personnel competence with models of personnel learning effectiveness.
The need to transition from professional development as a symbiosis of professional knowledge and skills to the formation and development of competencies that reflect the ability of employees to successfully carry out professional activities is highlighted. Emphasis is placed on the complexity of the research problem, the combinatorics of which is determined by the competency approach, learning of the personnel of organizations on a system basis, and the effectiveness of processes and technologies of personnel learning using various models. The components of the library of competences, which became a theoretical and applied development of modern classics of the competence approach in human resource management, are given. The logical chain of policy formation in the field of personnel learning is revealed. The traditional methods of organizational learning, applied under conditions of separation and without separation from professional activity, are summarized. The possibilities of using innovative methods of personnel learning at workplaces and outside workplaces are highlighted. The combinatorics of the four-level model of training effectiveness assessment by Kirkpatrick is characterized. The strengths and limitations of Kirkpatrick's model are highlighted. Emphasis is placed on the laboriousness of using this model and, in parallel, the possibility to draw a conclusion regarding the continuation or termination of the educational program and ways to improve it in the future. A list of other models for evaluating learning effectiveness is provided, including Tyler's target approach, Scrivens' model, Paul Kearns' applied theory, Bruce Aaron's model, M. Guy's biparametric evaluation, and others. It is emphasized that each model is to one degree or another derived from Kirkpatrick's model or uses its elements. The structure of the five-level CLICS model as an alternative to the Kirkpatrick model in the age of digitalization is presented. It is noted that the choice of a model for evaluating the effectiveness of personnel learning depends on the goals of managing the organization (enterprise, firm, company). In this regard, the issue of algorithm selection and its adaptation to the needs of the organization (enterprise, firm, company) is resolved.
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