Managerial practices for enhancing workplace learning and developing core competences. Case ABB Oy, Medium Voltage Products.

Abstract

The purpose of the study is to define practices for managers for enhancing workplace learning and developing core competences at five specified departments at ABB Oy, Medium Voltage Products business unit in Finland. Objectives of the study include finding out how the managers perceive their role in competence development, and how the find the current status of core competence development in the case study organization. A more thorough view on the current state of core competence development was formed by also including the personnel’s opinions on it. The theoretical framework in this study starts with individual learning as it is central to learning and development. As core competences are defined as organization-specific assets collective learning is also discussed in the theory part of the study. Finally, theory on competence development and different development methods is presented as to give an idea of the vast area of different formal and informal development methods.

The study was a qualitative case study that also used quantitative methods in analyzing data. Theme interviews and a half-structured online questionnaire were used to collect the empirical data. Research findings show that managers perceive their role in core competence development crucial. They seem to require clear directions from top management and set of methods in order to be able to efficiently develop their employees. Lack of time and the project-nature of the work were identified as the biggest challenges for development activities. The most useful methods specified in the empirical findings were on-the-job learning, going over job-related problems in team meetings, reading, and training programs. According to the empirical findings the current state of core competence development in the case study organization can be said to have the foundations right and that they should focus on making the development efforts more systematic with proper planning and follow-up. Questionnaire answers especially showed the need for more focus on the managers’ side to the learning and development practices.