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Learning, competence, performance

An approach to support organisations in turbulent markets
: Karapidis, A.; Dworschak, B.; Pappa, D.

Nunes, M.B. ; International Association for Development of the Information Society -IADIS-:
e-Learning 2009, IADIS International Conference e-Learning 2009. Proceedings. Vol.1 : Part of the IADIS Multi Conference on Computer Science and Information Systems 2009 ; Algarve, Portugal, June 17-20, 2009
Lisbon: IADIS Press, 2009
ISBN: 978-972-8924-83-6
International Conference e-Learning <2009, Algarve>
Multi Conference on Computer Science and Information Systems (MCCSIS) <2009, Algarve>
Conference Paper
Fraunhofer IAO ()

Today organisations are increasingly specialised in their activities and faced with turbulent markets. It is therefore becoming more and more important for organisations to manage competences internally and a continuous competence development for employees and managers emerges as a key factor for achieving and maintaining an excellent organisational performance. For the permanent development of the asset "competence" in organisations, professional training and qualification measures have to be adapted to both organisational and personal needs. Based on these activities, there is a chance to close existing competence gaps and to cope with new requirements in a result-oriented way. So, the aim for organisations is to sustain, develop and build up competences by appropriate means, to enable employees and organisations units to cope with processes in a satisfying way. In view of unstable market conditions, these activities are not merely HR-relevant actions, but also strategic management issues to enable flexible and reliable organisational structures to cope and master customer needs.
This paper illustrates the relationship between "learning - competence - performance" from the perspective of applied research. Apart from this, an approach will be outlined to show how "learning-competence-performance" can be applied in organisations. Based on these activities, some barriers and pitfalls to implement such an approach will be described in the final chapter. The groups addressed with this paper are managers of organisations as well as HR departments and applied research units.