Paper

Overview

The Training Scale

Mick Cope

There is a perceived failure of the training profession profession to develop solutions that help develop long term sustainable value. The assumption is that people in the training industry have the miracle cure – when in fact all we can ever really do, is to introduce an idea or thought! The rest must be up to the delegate, line manager and the training manager, to ensure learning is both established and maintained.

This article explores some of these questions and offers an idea; about the nature of organisational training and what we may need to do, to help increase the level of sustainable value.

Feb 2007

Voluntary redundancy has historically mainly been used in downsizing situations, but this thesis approach VR as a way to restructure an organization without decreasing headcount. A case study at Ericsson in Sweden has been conducted, used as empirical base to illustrate how a large public Ltd. company can use VR as an intended tool for restructuring. This thesis also challenges the concept of VR and outlines alternatives to achieve the intended aims from an Intellectual Capital point of view. The empirical material is analyzed and structured through the K-Profile from an organizational perspective.

Andy McClarnon and Mike Moir

July 2003

There is so much leverage for, or against change coming from the Ethos rung that it is vital that we are able to map and understand what is happening in the group as well as each individual.  Where you find common ground in stakeholders’ responses, you have a firm unity of view from which you can build a response (no matter how strong the opposition) – but where you find multiple, or opposing views, things will not be so ready for progress.