It is measured in terms of goal achievements and how well it strengthens knowledge management.
The learners are either software engineers or people who have above average familiarity with computer programing (coding and web development). The program/curriculum is designed for experts and professionals, therefore specific standards apply for its evaluation. The company does not manufacture physical products. It is more similar to a service industry where engineers monitor their products (software/programs) even after sales. They need to maintain the software so the clients get the best out of the software design.
Managers of the company are not only educated in major computer languages they have over 5 years of experience in working in the industry. The attitude of employees and managers has to be fluid. They always need to learn something new as technology keeps changing and modifying. The training content is designed in such a way as not to make anything permanent. For instance HTML (computer language) uses a lot of modified commands from the new version of HTML 5. So the employees should always expect changes in their training curriculum.
Over 90% of the company force is under the age of 40. The majority of them learnt computer skills by educating themselves in the 1990s and 2000s. Such categorization makes it easier to develop training material for employees. Men of this age group are more inclined to learn compared to 60 or 70 year olds. These people are well aware that without updating themselves with the modern knowledge they can be easily left out.
The ‘stick vs. carrot’ debate is interesting in setting up motivational procedures. People are more scared of losing something that they have than the greed of gaining something additional. Pay, rewards, honor, recognition and certifications have their place but this can make learners lazy. They can sometimes let the ‘gain’ go when they do not have the ...
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