This paper explores the increasingly important issue of the accreditation of work‐based learning for the award of university level qualifications and divided into a number of sections. Defines accreditation and explores its historical development in the UK. This is followed by a review of the...

The average manager in the UK receives about five days’ training a year. Some 22 percent of managers get no training at all. But the experience of Granada plc reveals that the challenge of learning at work is well within the grasp of any organization. Granada HR and training representatives...

For learning opportunities to exist in an organisation, adequate learning methods need to be available in the organisation. This paper looks at the various learning methods for engineers in the design environment adopted by two automotive organisations. With greater work demands placed on the...

The presented instrument for competence assessment is used in an attempt to make a systematic assessment of what and how much has been learned by an individual employee at a certain point of time in his/her career within an enterprise. Competencies in different work areas are treated: handling...

This paper outlines the results of research currently being carried out at Victoria University, Australia, into what is a learning organization, how organizations learn, and how to develop a learning organization. The objective of the present study was to identify the components that underpin...

The East Midlands factory of K. Stevens (Leicester) Ltd has become the first in the UK to introduce a brightly‐coloured “pod”, which could transform learning in the workplace. The pod which houses the Learning Works system brings online learning into the workplace for employees of the...

Imagine the scene. A manager at a blue‐chip company has a heart‐to‐heart with his staff. They talk openly and freely, even admitting personal weaknesses and failings in the workplace. They develop such a rapport that before they know it they have unanimously agreed on suitable working...

Considers the factors that are driving the switch from mainstream higher education to internalized corporate university/corporate business school structures. Reviews the reasons why managers learn best at work and the dynamic curriculum needed to support management development and a return on...

Explores the changing nature of managerial and organizational work in relation to the opportunities that this affords for learning from change. Examines some of the “drivers” and the sources of “resistance” to change, together with a series of practical steps that might be used to foster...

Relates the state of organizational readiness to the type of infrastructure needed to support effective corporate learning. Considers next the vision for learning and the positioning needed to “sell” learning at work as an integrated activity. Here, it is argued, the key to alignment is...