Learning and Development

The Learning and Development theme looks at how we ensure that employees and managers have the knowledge, skills and competences to meet individual and organizational needs and goals.

We focus on how organizations can create a culture and environment for individuals and organizations in which they can learn and grow. This involves knowledge of the organisation's current and future needs, as well as how to create a learning culture that drives engagement.

We also look at how organizations can use blended learning approaches, including face-to-face, digital, social collaborative and/or coaching, and use motivational and behaviour-based science for learning and development in organisations.

The theme is adapted to HR professionals with responsibility for Learning and Development. In addition, the team will also suit HR Business Partners as well as HR Specialists with responsibility for Leadership Development and/or Talent Management.

Central questions

How can we identify GAPs in competencies and skills in organizations?
How do we create a learning environment in the organisation?

Central content

Competence GAP analyses
Competence profiles
Employee engagement
Learning theory
Organizational culture
New learning tools (For example AI and VR)
Management development

Central activities

Within this theme, we have recently dealt with:

Cross-cutting knowledge sharing is not just more talk and more meetings
Effective knowledge sharing creates more results – faster. But for many organizations, doing so effectively can be difficult. At this network meeting, we examine how we avoid drowning ourselves in meetings and ineffective talk and get the most out of knowledge sharing. Here, the focus is on investigating how knowledge sharing can be made more efficient - and thus avoid making a lot of expensive and time-consuming mistakes.
Remote management – efficiency despite distances
For this network meeting, there was new inspiration to be found on how you can crack the code for distance management and, among other things, get answers to questions like; How do I create value in the balance between presence and availability? How do I create close, trusting relationships despite physical distances? How can we build transversal communities, where virtual behavior as a shared responsibility creates new work cultures?
Virtual reality as an HR and communication tool
where we focus on VR to convey complex messages and create learning and change. It can be difficult for many HR departments to see how VR can bring value to their organization. But if we see e.g. in the US, VR is used more and more as an important element in various HR areas. This can, for example, be recruitment, onboarding and general training of employees.
Collective management as a change agent
Planned change is often depicted as led by heroic, individual leaders. At this meeting, the neglected role of collective leadership as a change agent is uncovered, describing the dynamics of the interaction between the formal leader and the collective leadership.
From strategy to culture and behavior through involvement and gamification
Many organizations are amazed that significant parts of their strategy are never realized. The chain from intention to start-up and implementation to anchoring and results is often weak or even broken. At this meeting there was inspiration for how to implement a change process through involvement and gamification.

Are you interested in even more exciting content? Read more about all NOCA's 9 themes here.