LIRNEasia places emphasis on developing capacity for ICT policy and regulation in the region, as well as developing the capacity of the members of its own team. Part of the problem, we find, is that organizations do not put their money where their mouth is: while platitudes about the importance of training come easy to leaders of organizations, actually committing money for training and releasing staff for training does not come that easy.
We try to walk the talk at LIRNEasia, but obviously we can be more systematic about it. Here is brilliant idea from IBM, which may be too complicated for an outfit that is still 12-14 people depending how the counting is done. But still worth thinking about.
Under the I.B.M. plan, the employee decides how and when to spend the money, held in an interest-bearing account. When an employee leaves I.B.M., the individual takes the account.
Companies have long paid for employee education and training. Indeed, I.B.M. spends more than $600 million a year on worker education programs. Yet such spending is typically to upgrade a person’s skills for their next job with the company.
“This is truly path breaking,” said Rosabeth Moss Kanter, a professor at the Harvard business school. “The significance is that it’s controlled by the individual. I’m not aware of any other major corporation doing that, as opposed to programs that are part of some career scheme that the company has in mind.”
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