Workshop 1: The Human Factor in Learning and Innovation Click here for the slides
by Wim Gijselaers
When McKinsey started the “War for Talent”, they were doing this because they found out that great companies have great people. As a consequence companies were encouraged to hire great people: talent. While this may seem correct, other research consistently pointed out that it is not the talent as such which explains human or organizational performance, but it is the way organizations arrange opportunities to
learn from success and failure. But achieving learning requires more than educating people in workshops and seminars given that return on investment in training is disappointingly low. The current workshop addresses the question how organizations can find an optimal balance between harvesting from individual talents, managing the learning climate within organizations, and make optimal use of training opportunities.
Workshop 2: A decade of research on Organisational learning Click here for the slides
by Melvyn Hamstra
In this workshop, Melvyn Hamstra discusses a psychological perspective on Organizational Learning, emphasizing how to motivate individuals in organizations to start and to keep learning. In doing so, a summary and historical overview is provided of the development of the MoL course Organizational Learning over the years and a multi-faceted perspective on the (psychological and social) factors that contribute to this process is provided; special emphasis lies on leadership behavior and the social (learning) processes that people in positions of leadership can bring about in organization, as well as the consequences of these processes for organizational (learning) outcomes.
Workshop 3: A decade of research on Human Capital – Can training vouchers or learning accounts be the drivers of lifelong learning? Click here for the slides
by Andries de Grip
Economic research on human capital has addressed the huge impact of ‘robotization’ on labour demand in various occupations and the skills required in future jobs. These changing skill requirements make lifelong learning crucial for everyone’s sustainable employability. In recent years, many firms try to foster lifelong learning by means of training vouchers, while governments also consider launching training vouchers or individual learning accounts. What could be the impact of these training vouchers? Will they motivate low-skilled or older workers to participate in training? And what are the responsibilities of firms, the government and the workers themselves in this respect?
10 years of Management of Learning. The Maastricht University took the right decision! Click here for the slides
by Jos van Erp
‘There will be no welfare and wellbeing if people do not develop their skills continuously’. This statement has been proven by scientific research and is not questioned by anyone. This goes for the industrialized world as well as for developing countries. Over the last decades, Learning & Developing has become even more important, for the world is changing constantly and rapidly. Digital processes and advanced robotics take over traditional ways of working. This can be seen as a threat but as a big opportunity as well. An opportunity to spread available resources over the globe, to develop sustainable and environmental production processes, to improve health -diagnostics and treatment- and to connect people, knowledge and cultures. Since Management of Learning was established I was organizational coach of student teams every year. They conducted research inspired by actual and relevant needs. Their results and deliverables almost always added knowledge and practical tools and therefor significant value. I will give an overview of the worldwide increasing importance of understanding Learning & Developing processes because I am convinced that the Maastricht University, 10 years ago, decided to do the right thing. That is why I am still involved.
Supporting Learning at the Workplace: A case study Click here for the slides
by Selma van der Haar
At the end of this MoL Day we would like to connect the different expertise of all people present by cooperatively working on a L&D issue from practice. This issue functions as the vehicle to start exploring and sharing different, knowledge, insights, and ideas. As such, this session is the mini sibling of the course Supporting Learning @ the Workplace, the closing course of the master program. We will share more about the issue under attendance later.
Lessons learned for the next 10 years?
by Mien Segers
During this session, a panel of MoL alumni will take the floor. They will be interviewed by Mien Segers. Guiding questions are: Looking back at your first job after graduation, what were the challenges the field of L&D was facing? Did this change during the past years? If yes, how? Looking into the future, what will be the main issues for L&D the upcoming 5 years?
The panellists are, in alphabetic order: Annelouk O’Herne (Talent Development Manager, Pon), Jeroen Geussens (Learning & Development Solution Specialist, imec/The Learning Hub), Simone Ickenroth (Global Learning & Development Specialist, DSM), Mareike Weseloh (Recruiterin bei Teach First Deutschland gemeinnützige GmbH).