The purpose of this Queen’s Industrial Relations Centre (IRC) research initiative was to identify and categorize competencies required by a successful Labour Relations Professional (LRP). A review of the literature and an analysis of the IRC’s labour relations programming, led to the development of a survey for experienced labour relations practitioners. The IRC conducted the LRP survey in June 2009. Aggregated data revealed subtle shifts in competencies required for LRPs. Drawing on the 154 survey responses collected, a LRP Competency Framework is proposed. The resulting framework informs the IRC’s program planning and delivery, and is intended to be a practical tool for LRPs to plan their professional development activities.
Archives for January 2011
While a comprehensive model for organizational learning (OL) remains elusory, the wide web of scholarly conversation and debate has spurred rich insight into the central questions of how and what people learn in organizational settings. This paper is aimed at exploring some of those debates, with a view to identifying a complementary set of factors that, if present, might tip the balance towards more fruitful learning in organizations. I begin by exploring the debates shaping the literature through two central questions: 1) What is learning? and 2) Can organizations learn? Based on the insights gained, I turn to the question of how organizations can increase their capacity to learn.