ABSTRACT

The following report will provide a logical presentation of the instrument achieved by implementation of the project 'Trainlearn". Starting from a general context, the point will progressively descend down to the details.

As it can be noticed, in the first chapter, focused on the project context, the first paragraph, namely "The Partnership", provides a quick overview of the Consortium and of the single partner. Moving on the second paragraph, namely "Project Contents", coherently describes the project objectives starting from the glaring context of policies promotion for continuous training and HRD, then going down to the specific goals. The latter consist in supporting SMEs to face a changing market availing themselves of an internal reorganisation under the principles characterising the Learning Organisation.

The focus then moves on an analysis of the different phases accomplished in the implementation of the project and the activities characterising them. Reference to the analysis of the organisational mood (presented in details in chapter two) is also provided. It is the starting point to know the state of the art of the companies; necessary condition to establish whether the requirements for the achievement of the Learning Organisation are present or not.
It is then explained how, thanks to this investigation, the major attributes of Learning Company could be identified. Then the key roles:
- Managers
- Middle-raking Managers
- Team leaders
- Team Workers

The chapter finally ends with the presentation of the final product, "The Learning Organisation: performance traffic light", an instrument developed in order to support the monitoring and self-assessment needs of the companies thanks to its ability of:
- Identifying the features of a Learning Company
- Identifying its key roles
- Identifying the necessary capabilities and competencies
- Establish the performance assessment standard connected the the above descibed elements.
- Suggest training activities in consederation of the specific inadequacies to be eliminated, of the areas to be developed, or for the presevation of the standards achieved.

Chapter three analyses the consultancy services by the Consortium to the SMEs, also comprehensive of previous projects such as "Tolyberatqual" and "From Lean Production to the Learning Organisation". It also explains how the experience acquired and the present researches have synergically operated for the attainment of "Trainlearn" results and products. Under this perspective the instrument produced is described in details, stressing not only on adaptability and flexibility, but also on the choice of adopting the "Traffic Light" as a graphic solution.

In chapter four the Learning Organisation is then presented. Following a quick overview on its historical bacground, the Learning Company is defined as: "An organisation that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgment workforce. This produced a very flexible organisation where people will accept and adapt to new ideas and changes through a shared vision".

Thereafter the focus moves on the major attributes characterising the Learning Organisation, the basic requirements to be possessed by a company when undertaking the changeover learning company and finally the initial steps to accomplish and the necessary motivation.

The section ends setting the key roles for a Learning company, identified over the project, and introducing the monitoring and self-assessment instrument.