BUSINESS AND LIFE: The Learning Organisation: Building a Career Resilient Workforce – Part II

DNO apologizes for the late publication of this edition of Business and Life. This is due to no fault of the author.

Last week, we introduced the concept of career resilience and the learning workforce. This week, we explore the concepts in greater depth. A career resilient workforce is one that looks out for itself. In looking out for oneself, what does that entail? Think of this in our local Caribbean context. When we talk about persons looking out for themselves, what image does that conjure? We think of people always looking out for opportunities to advance themselves; always looking to step on the heads of others to advance themselves and we consider them users. And truth is we often dislike such people calling them “social climbers, selfish, wannabes, fakes”. So how can this be good for an organization? How can this be part of the answer to an organization becoming a learning organization? However, on the positive side, these persons are always looking to learn new things and new ways of doing things; unafraid of change and challenges, curious; adventurous, bold and brilliant. Are you beginning to see now how people with these traits are the cornerstones of a learning organization? They are continuously in search of new information, of new experiences, of new learning, of networking to advance themselves, optimistic, confident (often mistaken for arrogance), assertive (often mistaken for aggressive), sure of themselves, comfortable in their skins. They possess deep and abiding faith in themselves, unafraid of challenges and failure, confronting failure head-on, firmly believing that there is a way out. They are always ready to embrace the future. Do you see now how these people are cornerstones to a learning organization? Hold on, we are not yet finished with our definition of “a career-resilient workforce”. Remember they are not only looking out for themselves. They are also looking out for the organization. They understand clearly that what is good for the organization will inevitably redound to their good. They understand that there has to be a fit between their goals and aspirations and the vision, mission and strategy of the company. They understand and know that when there is no fit, they have to do the honourable thing and move on, without rancor and malice, without demoralizing the other employees. They, while expecting the organization to support their drive forenhanced and increased learning, know and accept that they are responsible for their future. They do not believe in life-long employment but in making a meaningful contribution, in being employable. And if that means remaining with the organization for a lifetime, that is fine, however, if it means when there is no more space to grow, it is time to move on. This is also fine. They do not hold the organization to ransom. They do not saddle the organization with negative energy. They do not cheat the organization of its time and resources. Instead, they are resourceful, confident, go-getters and doers. They strive for excellence. They talk the talk, but more and very importantly, they walk the talk. They are authentic and credible. They are winners. They are the Stars. Do you see now how career-resilient employees are critical to becoming and remaining a learning organization and in the success of any organization? Peter Senge, author of the Fifth Discipline, following much research concluded that a Learning Organisation was a compelling vision of an organization made up of employees skilled at creating, acquiring and transferring knowledge. These people could help their companies cultivate tolerance, foster open discussion and think holistically and systematically. The company would then be able to adapt to the unpredictable more quickly than their competitors could (Is Yours a Learning Organisation by David A Garvin et al (HBR, March 2008). We continue this series on The Learning Organisation next week, by examining the steps in building a learning organisation. We welcome your comments, suggestions and questions. Email us at [email protected] Valda Frederica Henry, VF Inc.’s CEO and Principal Trainer is a Chartered Financial Analyst (CFA), Certified Global Professional in Human Resources (GPHR), Certified Myers Briggs Type Indicator (MBTI) Practitioner, holds a PhD in Industrial Relations & Business, a Masters in Business Administration and a BSc Management Studies.  VF Inc. is a Human Resource & Finance Consultancy firm with a Training and Recruitment arm, and the producer and host of a live TV program “The Cutting Edge of Business”.