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Capacitación, Entrenamiento y procesos de Aprendizaje del Personal en las Empresas y Organizaciones

Desarrollo Organizacional, Cambio Organizacional, Eficiencia Organizacional eInteligencia Organizacional

Bibliografía: “Capacitación, Entrenamiento y procesos de Aprendizaje del Personal en las Empresas y Organizaciones”

Editado por The Organization Development Institute International, Latinamerica – 2005. Autor: Eric Gaynor Butterfield – RODP www.theodinstitute.org

No existe una sola organización en el planeta donde los Clientes son los mismos, losproductos y servicios siguen siendo los mismos que se comercializaban tiempoatrás, y la tecnología de procesamiento de los mismos se ha mantenido inalterableen el tiempo. Esto obliga a las empresas a tomar dos decisiones importantes en materia de personal; la primera de ellas se vincula con la rotación del personalque obliga a iniciar un nuevo proceso de reclutamiento y selección de personal. Lasegunda de ellas hace necesario que la organización capacite a sus participantesorganizacionales.

Es decir, los miembros organizacionales deben necesariamente aprender. Debenaprender los nuevos individuos que se incorporan a la empresa y los que allí

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permanecen deben aprender nuevas concepciones y prácticas. Para reducir lavulnerabilidad de la organización respecto de sus participantes, los grupos y distintasunidades de la empresa deben aprender y, finalmente también debe aprender la organización (Eric Gaynor Butterfield; Congreso de Desarrollo Organizacional,Buenos Aires – 2001). Knowledge Management resulta ser en alguna medida unaefectiva práctica para que el conocimiento a nivel individual y grupal se transformeen un conocimiento organizacional. Sachiko Nonaka & Nobuko Takeuchi (“Theknowledge-creating company”; New York: Oxford University Press – 1995) nosilustran como las empresas japonesas crean lo que ellos han denominado “las dinámicas de la innovación”. Por otro lado los desarrollos en cuanto a losprocesos de aprendizaje virtuales (como es el caso de “Virtual learning: Arevolutionary approach to building a highly skilled workforce”; Roger Schank; NewYork: McGraw-Hill – 1997) destacan que hoy en día el entrenamiento a través del método “de enseñar a través del habla” son parte de la historia y del pasado.Las personas han de aprender como consecuencia de “hacer” y, según RogerSchank, el aprendizaje virtual muestra como se puede repensar de manera radicalrespecto de cómo desarrollar un nuevo programa de entrenamiento para el personalen la organización.

Distintos trabajos de campo muestran que en gran medida las organizaciones,empresas y corporaciones dentro de las distintas culturas latinoamericanas aúnprivilegian el método tradicional, lo que produce resultados, pero de tipo limitado.

Es por ello que ponemos a disposición de los lectores interesados, distintosmateriales relacionados con la capacitación, el entrenamiento, y los procesos deaprendizaje dentro de las empresas. Las empresas que no se embarquen en estos

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nuevos desarrollos pueden estar desaprovechando oportunidades que se presentanen el mercado y la posibilidad de obtener ventajas competitivas … quealgún otro empresario visionario puede estar queriendo adoptar e implantar.

Roger Schank hace las siguientes observaciones en la sección titulada: “Companiesthat get new people productive faster will become more profitable. The ability to train people at their home office locations via a three-hour computersimulation is enormously appealing for many reasons, not the least of which isturnover. Nothing frustrates organization leaders more than spending a lot of moneyflying people all over the place, getting them trained only to see them leave a short time later, and then repeating the process”. Schank sugiere que en muy poco tiempo las empresas PYMES han de estar encondiciones de contar con software de entrenamiento “virtual” a un costo muy bajorelativamente (entre 500 y 1.000 dólares). Debido a su particular enfoque pragmáticoel autor concluye que el aprendizaje en el trabajo (on the job learning) no va a desaparecer en el siglo venidero; pero de todas maneras ha de tener queco-existir con el aprendizaje virtual.

En relación con la capacidad de innovar de las organizaciones Sachiko Nonaka &Nobuko Takeuchi (“The knowledge-creating company”; New York: Oxford UniversityPress – 1995) hacen algunas sugerencias que tanto los altos directivos como también los empresarios y líderes organizacionales, no deben descuidar: ”Tobecome knowledge-creating companies, managers in the East and West need tobuild and manage multiple conversions, spirals, and syntheses, and not be contentsimple to carry out a unidimensional boeing match. The key lies in multipletransformations across multiple dimensions, or what we will callhypertransformations”. In order to cope with the uncertainty Japanese companies“are turning themselves into knowledge-creating companies on a global scale. They will emerge stronger from the current recession, since the seeds forcontinuous innovation have already been sewn. Japanese companies have taught us

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that innovation can be achieved by continuously creating new knowledge,disseminating it widely through the organization, and embodying it quickly in newtechnologies, products, and systems. This knowledge-creating process is no longeran enigma. This process is also no longer endemic to Japanese companies. It isuniversal”.

Aquellos que piensan que la capacitación y el entrenamiento del personal resultaalgo muy caro, pueden intentar no tenerlo en cuenta. Van a tener suficiente tiempopara descansar cuando se encuentren sin trabajo o sin empresa (Eric GaynorButterfield; Jornada de Capacitación, Buenos Aires 1995).

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Muchas gracias por compartir.

Se agradecen nuevas sugerencias e ideas sobre esta Bibliografía.

Eric Gaynor Butterfield - RODP

Presidente The Organization Development Institute International, Latin America

Board Member of The Organization Development Institute – Worldwide

www.theodinstitute.org

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Para mayor información puede acercarse a The Organization Development Institute International, Latinamerica a través de : www.theodinstitute.org y también por este medio : [email protected]

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