scholarly journals Corporate education as a factor in the formation and development of human capital of gold mining enterprises (on the example of PJSC Polyus»)

2021 ◽  
pp. 101-110
Author(s):  
В.М. Заернюк ◽  
Ю.В. Забайкин ◽  
А.С. Давшан
Keyword(s):  
Gold Mining ◽  
Employee Training ◽  
Highly Qualified ◽  
Corporate University ◽  
Employee Education ◽  
Corporate Education ◽  
Corporate Universities ◽  
State Corporation ◽  
Constant Growth

Многие современные компании средних или крупных размеров понимают роль образования сотрудников в развитии компании и включают внутреннее обучение сотрудников в сферу своей деятельности, выделяя специальные кадры для обучения, оценки и развития образовательного уровня персонала. При этом все большее распространение получает практика корпоративных университетов. В нашей стране они функционируют при таких компаниях, как ПАО «Газпром», ПАО «Сбербанк», Госкорпорация «Росатом», ОАО «УГМК», ПАО «Полюс». Для национальных компаний обучение сотрудников становится предпосылкой развития их конкурентоспособности. Многие исследователи отмечают, что из-за постоянного роста конкуренции и серьезного демографического спада в стране компании сталкиваются с нехваткой высококвалифицированных сотрудников. В этих условиях обучение внутри компании является возможным средством решения проблем нехватки квалифицированной рабочей силы. В статье рассмотрена получившая все большее распространение практика корпоративных университетов, внедренная в крупнейших компаниях ПАО «Газпром», ПАО «Сбербанк», Госкорпорация «Росатом», ОАО «УГМК», ПАО «Полюс». Рассмотрено содержание термина «корпоративное обучение». Отмечено, что большая часть программ обучения в ПАО «Полюс» проводится Корпоративным университетом, объединяющем все обучающие и образовательные курсы для руководителей, специалистов и рабочих. По мнению авторов целесообразно для компании в сфере золотодобычи внедрение модели «10:20:70» в несколько модифицированном варианте. Many modern companies of medium or large sizes understand the role of employee education in the development of the company and include internal employee training in the scope of their activities, allocating special personnel for training, evaluating and developing the educational level of personnel. At the same time, the practice of corporate universities is becoming more widespread. In our country, they operate under such companies as PJSC Gazprom, PJSC Sberbank, State Corporation Rosatom, OJSC UMMC, and PJSC Polyus. For national companies, employee training becomes a prerequisite for the development of their competitiveness. Many researchers note that due to the constant growth of competition and the serious demographic decline in the country, companies face a shortage of highly qualified employees. In these circumstances, in-house training is a possible means of addressing the shortage of skilled labor. The article considers the increasingly widespread practice of corporate universities, implemented in the largest companies of PJSC Gazprom, PJSC Sberbank, State Corporation Rosatom, JSC UMMC, PJSC Polyus. The content of the term "corporate training" is considered. It is noted that most of the training programs at PJSC Polyus are conducted by the Corporate University, which combines all training and educational courses for managers, specialists and workers. According to the authors, it is advisable for the company in the field of gold mining to introduce the "10:20:70" model in a slightly modified version.

The Emerging Corporate University System

2014 ◽  
pp. 92-113
Author(s):  
Mohammad Ayub Khan
Keyword(s):  
Strategic Alliances ◽  
Corporate University ◽  
Corporate Universities ◽  
Strategic Actions ◽  
High Quality Education ◽  
To Come ◽  
The Impact ◽  
Benefits And Costs

This chapter discusses the role of corporate universities in the field of higher education and the impact of the same on conventional or traditional universities and their corresponding business schools. This chapter also proposes some strategic actions for the traditional universities to pursue in order to maintain competitive advantage over the emerging corporate universities. Some of these strategic actions include promoting and developing strong long-term and multipurpose strategic alliances with the industry, government institutions, and community development groups. Collaborative strategies are better than competitive behavior in terms of long-term benefits and costs associated with each of these strategies. Moreover, being in the forefront of learning innovation and knowledge management combined with the provision of high quality education and trainings through innovative, diverse, and flexible academic and training programs will help the traditional universities to remain the main supplier of knowledge in times to come.

Keeping Up with the Corporate University

2005 ◽  
pp. 144-170
Author(s):  
Pamela D. Sherer ◽  
Timothy Shea
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Human Resources ◽  
Corporate University ◽  
Corporate Universities ◽  
Internet Resources ◽  
E Learning ◽  
Major Factors ◽  
Key Resources

The number of corporate universities is increasing by leaps and bounds, and the role of corporate universities is rapidly evolving and becoming more tightly integrated with an organization’s strategic planning and assessment. How can HRM faculty and practitioners keep their respective curricula and organizations up to date? The first section of this chapter provides an overview of the current corporate university landscape, discussing the three major factors that influence both their growth and their role in organizations: strategy and human resources, knowledge management, and technology and e-learning. The second section includes an annotated compendium of key resources in each of these areas, especially Internet resources.

Role of Corporate Universities in Higher Education

2015 ◽  
Vol 2 (1) ◽  
pp. 30-43 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Higher Education ◽  
United Arab Emirates ◽  
Global Economy ◽  
Middle Eastern ◽  
Corporate University ◽  
Learning And Development ◽  
Corporate Universities ◽  
Knowledge Based ◽  
Current State

Learning and development has become increasingly challenging, critical, sophisticated and vital in knowledge based global economy. This trend is now accelerating in the rest of Asia and the Middle East. Corporations such as Infosys in India, Huawei in China, Singapore Airlines in Singapore and Etisalat in the United Arab Emirates have well-established corporate universities/learning centers. Other Asian and Middle Eastern corporations, both large and small, are following suit and allocating huge resources to strengthen their learning and development function. As corporate universities make new waves, the days of viewing them as training departments with fancy names are gone. Besides, the corporate university movement has become truly global in scope with them becoming sophisticated and highly visible world over. Using published research and the author's own work, this paper explores the current state of the corporate university and role of corporate university in higher education.

The Emerging Corporate University System

2018 ◽  
pp. 1469-1492
Author(s):  
Mohammad Ayub Khan
Keyword(s):  
Strategic Alliances ◽  
Corporate University ◽  
Corporate Universities ◽  
Strategic Actions ◽  
High Quality Education ◽  
To Come ◽  
The Impact ◽  
Benefits And Costs

This chapter discusses the role of corporate universities in the field of higher education and the impact of the same on conventional or traditional universities and their corresponding business schools. This chapter also proposes some strategic actions for the traditional universities to pursue in order to maintain competitive advantage over the emerging corporate universities. Some of these strategic actions include promoting and developing strong long-term and multipurpose strategic alliances with the industry, government institutions, and community development groups. Collaborative strategies are better than competitive behavior in terms of long-term benefits and costs associated with each of these strategies. Moreover, being in the forefront of learning innovation and knowledge management combined with the provision of high quality education and trainings through innovative, diverse, and flexible academic and training programs will help the traditional universities to remain the main supplier of knowledge in times to come.

Redefining the Role of the Corporate University

2002 ◽  
Vol 16 (4) ◽  
pp. 213-221 ◽  
Author(s):  
Christopher Prince ◽  
Graham Beaver
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Strategic Change ◽  
Ideal Type ◽  
Corporate University ◽  
Senior Managers ◽  
Corporate Universities ◽  
Strategic Impact ◽  
The Uk

There is a growing recognition by senior managers in many large organizations of the strategic impact that corporate universities are having on their companies. This can be viewed as a consequence of many organizations recognizing the power of learning and knowledge as fundamental drivers of strategic change. The authors contend that this growing recognition is leading to the emergence of more sophisticated forms of corporate university, which are predicated on the principles of organizational learning and knowledge management. In order to explore this issue a model of an ideal type corporate university is developed. This model is then applied to two case illustrations of corporate universities in the UK.

scholarly journals Didactics and corporative education: the entrepreneurial challenge of continuous education

2009 ◽  
Vol 7 (1) ◽  
pp. 73-82
Author(s):  
Eliane Maria Pires Giavina Bianchi
Keyword(s):  
Learning Strategies ◽  
Personal Development ◽  
Teaching And Learning ◽  
Formal Education ◽  
Educational Process ◽  
Corporate University ◽  
Corporate Education ◽  
Corporate Universities ◽  
Important Player ◽  
Technical Teaching

The expressive increase of corporate universities, as an answer to changes in the economic scenario and to the perceived deficiency in the formal education; turn those entities in an important player in the educational process. The preoccupation with teaching and learning strategies is fundamental to the establishment of human competencies: keys to personal development, enterprise growth and, consequently, to the progress of the nations. This article has the objective of promote a reflection on didactics practices used in corporate education, using a case study in a corporate university of an international information provider company. It is not conclusive, but the corporation has a rich environment to use technical teaching and learning resources, but the transformation of the organizational managers into educator is not in place yet.

scholarly journals Universidade corporativa: teoria e análise documentária | The corporative university: theory and documentary analysis

2008 ◽  
Vol 4 (1) ◽  
Author(s):  
Claudio Henrique Schons ◽  
Claudine Schons ◽  
Maristela Silveira Ribeiro ◽  
Nilson Lage ◽  
Francisco Antonio Pereira Fialho Pereira Fialho ◽  
...  
Keyword(s):  
Information Technology ◽  
Intellectual Capital ◽  
Multinational Firm ◽  
Corporate University ◽  
Corporate Universities ◽  
Corporate Learning ◽  
Documentary Analysis ◽  
E Learning ◽  
Capital Humano

Resumo O presente artigo apresenta um panorama teórico e prático sobre a Universidade Corporativa. Discute-se o papel do e-Learning e das tecnologias da informação no suporte ao processo organizacional das Universidades Corporativas. Para expor estas relações a partir da revisão da literatura, foram avaliados diversos aspectos referentes a Universidade Corporativa numa empresa multinacional para evidenciar seu valor na comunicação, construção do conhecimento e aprendizado organizacional contínuo. A metodologia utilizada baseou-se na pesquisa bibliográfica e na pesquisa documental. Como aspecto conclusivo destaca-se a importância da Universidade Corporativa como catalisadora do capital humano e intelectual, assim como também do aprendizado individual e corporativo.Palavras-chave Universidade Corporativa, e-Learning, Tecnologia da Informação.  Abstract This article presents a theoretical and practical panorama of the Corporate University. It discusses the role of e-Learning and information technology in the support of the organizational process of Corporate Universities. To explicit these relations based on a review of the literature, several aspects were considered in a multinational firm in order to highlight the importance attributed to communication, knowledge construction and continuous organizational learning. The methodology was based on the bibliographical and documentary research. In conclusion, the paper considers the importance of Corporate University as a catalyser of human and intellectual capital, as well as of individual and corporate learning. Keywords Corporate University, e-Learning, Information Technology. 

scholarly journals Metodologia de avaliação organizacional de universidades corporativas

2020 ◽  
Vol 13 (4) ◽  
pp. 709-727
Author(s):  
Clarissa Leite Braga e Matos ◽  
Sergio Henrique Arruda Cavalcante Forte ◽  
Sérgio Alexandre Barreira Forte
Keyword(s):  
Multicriteria Analysis ◽  
Organizational Management ◽  
Theory And Practice ◽  
Process Performance ◽  
Analysis Method ◽  
Corporate University ◽  
Corporate Education ◽  
Corporate Universities ◽  
Organizational Evaluation ◽  
Definition Of

Purpose – In the available literature, we can find research on how to conduct an assessment of an organization’s Corporate Education, but not of the Corporate University. Therefore, in our research we propose a methodology to evaluate the organizational management of Corporate Universities.Design/methodology/approach – This research is descriptive and uses the multicriteria analysis method as basis. Specifically, we use the Multi-Attribute Global Inference of Quality (Magiq) methodology for the definition of weights, to measure the importance of factors and sub-factors that determine the organizational evaluation of Corporate Universities.Findings – The resulting methodology contemplates six factors and 18 sub-factors. The six factors in descending order of weights are: Strategic Management, Organizational Learning, Process, Performance, Institutional and Market.Research limitations/implications – The fact that our research is based on the knowledge of Brazilian experts, it infers the use of this methodology only for the case Brazil, which can be seen as a limitation of this research.Practical implications – The leaders of Corporate Universities will henceforth be able to mirror and look for greater performance to achieve their goals.Originality/value – Our research intends to contribute to reduce the gap either in theory and practice of how to evaluate Corporate Universities. From there, we hope to make possible to compare them, to create rankings and to establish awards, since the existing literature provides criteria on how to evaluate Corporate Education, but not Corporate Universities.

Innovation in SMEs: the role of employee training in German SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Irem Demirkan ◽  
Ravi Srinivasan ◽  
Alka Nand
Keyword(s):  
Research And Development ◽  
Boundary Conditions ◽  
Product Innovation ◽  
Employee Training ◽  
Lower Proportion ◽  
Economic Research ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

PurposeThis paper explores the role of effective resource and knowledge management capabilities on product innovation capabilities of the small and medium-sized enterprises (SMEs). Specifically, the authors research the role of the human resource investments in the form of employee training in developing firm's innovation capabilities and how SMEs manage these investments when we account for the boundary conditions such as the level of employee education, SME size and the frequency of investments in research and development (R&D).Design/methodology/approachThe authors use survey data conducted by The Centre for European Economic Research (Zentrum für Europäische Wirtschaftsforschung – ZEW). The final sample for analysis includes 983 SMEs from Germany that belong to 13 different industries. The authors use hierarchical OLS regression to test the hypotheses presented in this paper.FindingsThe authors find a positive association between increased investments in employee training and product innovation capabilities in the context of SMEs. More specifically, the authors’ findings support that (1) the relationship between employee training and innovation capabilities is weaker in industries with greater proportion of employees with university degrees, (2) the effectiveness of investments in employee training is lower among larger SMEs than smaller SMEs, and (3) continuous R&D weakens the relationship between training expenditure and innovation capabilities. While on the one hand the authors’ findings contribute to the debate of whether employee training is necessary for SMEs by affirming this notion, on the other hand the authors show that investments in employee training have differing implications for small and large SMEs within boundary conditions. Moreover, these findings have practical implications for the managers of all SMEs in terms of management of their knowledge resources.Research limitations/implicationsThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by showing that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they invest in research and development in a targeted manner. The authors also demonstrate that investments in employee training is not a waste, rather such investments can increase the likelihood of survival for many of these firms through its positive impact on product innovation.Practical implicationsFor managers of SMEs, the authors’ findings suggest that while investments in employee training are important, the managers of particular SMEs with above-mentioned qualities should be persistent in such investments and must make deliberate efforts to reap the benefits in terms of innovative capabilities. Unlike large firms, who have the financial means to carry out investments in an abundant manner, SMEs appear to be more enterprising with their scarce resources when we also consider the role of investments in human resources.Originality/valueThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by finding that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they do not invest in R&D continuously. The authors also demonstrate that investments in employee training is not a waste, but such investments can increase the likelihood of survival for many of these firms.

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