View publication - Chartered Institute of Housing

CONCLUSION – BECOMING A LEARNING ORGANISATION
functionality to embrace the wider ambitions and aspirations of individuals. It is also
seen as extending beyond the workplace to the communities in which organisations
operate. This represents a more three-dimensional or holistic approach to learning which
is based on the belief that when individuals are supported to develop all of their talents,
they are able to contribute to the organisation in more creative and enthusiastic ways. It
is also based on a conviction that developing skills and learning are keys to unlocking
opportunities and supporting greater self-sufficiency in the communities in which
housing providers work.
Managing talent – Organisations will need to take a more joined-up approach to
identifying, nurturing and rewarding talent in the workforce. Everything that is done to
recruit, retain, develop, reward and support performance is part of talent management;
and this should be incorporated into strategic workforce planning. A more joined-up
approach to talent management can support organisations to ‘grow their own’ leaders
in the future.
Maximising value from learning – Creating opportunities for transferrable and
collective learning have been identified above as characteristics of learning
organisations. However, in tougher economic times where training and development
budgets are being looked at with greater scrutiny, organisations need to think in a more
focused way about how they get the best value for money from learning opportunities.
There is a crucial role here for management development. There needs to be much more
effective development of managers (especially middle managers) so they can appreciate
learning and are not challenged when staff present transformational or creative ideas.
This will require a different approach to management – less focused on micromanagement
or process management and more focused on seeing the bigger picture
and achieving business outcomes. In addition, there also needs to be better
understanding of whole-person learning supported by quality person-centred one-toones
and appropriate recognition and reward schemes (explored below).
Creative approaches to recognition and reward – Learning organisations recognise
the importance of developing fair and equitable strategies for recognition and reward.
Adequate recognition and reward should apply to all staff at all levels of the
organisation, not just at levels of leadership or visibility. Rewards may be linked to pay
and bonuses, but they may also be more intangible. For example, a report for the Work
Foundation 72 identified that the actual content of work, the opportunity to fulfil
personal goals and flexible approaches to working hours were almost as important as
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