Dialog
Axiata plc.
When considering Sri Lankan context
Dialog Axiata plc. is considered to be one of the best learning
organizations. Dialog as a leading telecommunication company gives
priority to innovation. “Over the years, we have used innovation as a
platform to bring progress to our nation” (Dialog Sustainability report, 2017.
p.34). Further it is mentioned that to promote innovation they have initiated a
project called “Dialog JAM”. It is designed to enlarge the learning platform
for employees, where all employees can share ideas online and explore new
digital work tools among them.
In 2017 Dialog has transformed their HR
strategies to increase functionality. HR structure was separated in to
nine pillars to determine areas of improvement. Further allowing HR to
focus more on individual employee needs, the employees also were divided into
clusters. Dialog Company also motivates employees in participation and
involvement in benefit for both individuals and for company. In addition
to that convenient environment to communicate of opinions, suggestions and
feedback have been created for employees. According to this report Dialog
has further mentioned that its main priority to develop employees to face the
competitive digital environment. As a result company talent management
policy was enhanced and job rotation has been encouraged (Dialog Sustainability
Report, 2017).
Figure 1: Training hours allocated by
Dialog Axiata plc.
Source: Dialog Sustainability Report
(2017)
As per the above figure given in the
sustainability report of Dialog (2017) explains about the different training
programs which is implemented in the company and allocated hours to enhance
employee skills. After these training sessions periodic reviews and
strict monitoring on post training targets are being done. Individual
development plan is executed with the assessment results (Dialog Sustainability
Report, 2017).
Dialog academy was established to
address the skills gaps of its employees. It is consist of four pillars namely,
sales service & relationship management, leadership and management, systems
operations and process, technical and products. To motivate employees
Dialog has initiated motivational sessions as well. Customer service
training academy was established in order to educate new recruits and exiting
staffs about company products, services, systems, policies and
procedures. E-learning platform named “LYNDA” was created to encourage
self-learning continuously and sharing knowledge among employees. Some
positions of their organization also provided with 360 degree feedback to
ensure transparency (Dialog sustainability report, 2017). The below video is a testimonial from an employee of Dialog Axiata PLC., which he explains the reasons why Dialog Axiata is a great company to work.
Video 1: Testimonial from an employee of Dialog Axiata
Google
In global context Google inc believed
to be a learning organization which adhere 70:20:10 learning framework.
According to the article done by Hardy (2011), Google’s executive chairman,
Eric Schmidt has mentioned to enhance innovation they have apply the 70:20:10
system. He further elaborated that 70% of time employees spend on the
core job, 20% as part of another team and 10% time on innovation. He further
stated that 20% of creative time program allocation which provides the
employees to work on the projects which inspired them to create highly
profitable products such as Gmail, Google news, AdSense. Furthermore
Google has initiated Googler to Googler program where most of the training
sessions are run by employee to employee network (Kuntze and Matulich,
2010). Through rewards and recognition high innovation has been promoted
in Google culture (Thomas and Karodia, 2014). In the following video, vice president of People Development at Google explains Google's approach in learning and development.
Video 2: How Googlers teach and learn
Source : Work with Google (2014)
Reference
Video 2: How Googlers teach and learn
Reference
Dialog
Axiata (2014) Dialog Axiata PLC sustainability report 2013 : employee
perspective [Online]. Available at
<https://www.youtube.com/watch?v=rhY2sByGCfw>. [Accessed on 4th November
2019].
Dialog
Axiata plc. (2017) Sustainability Report 2017. [pdf]. Available at < https://www.dialog.lk/dialogdocroot/content/pdf/sustainability_reports/sustainability-report-2017.pdf>.
[Accessed on 26th November 2018].
Hardy,
Q. (2011) Google’s Innovation and Everyone’s. Forbes [online]. Available
at <
https://www.forbes.com/sites/quentinhardy/2011/07/16/googles-innovation-and-
everyones/#40ad8c943066>. [Accessed on 26th November 2018].
Kuntze,
R and Matulich, E. (2010) Google: searching for value. Journal of Case
Research in Business and Economics, pp. 1-10 [Online]. Available at <
http://www.aabri.com/manuscripts/09429.pdf>. [Accessed on 26th
November 2018].
Thomas,
S and Karodia, A. M. (2014) Human resources practices at Google in term of some
management perspectives: exploring the entrepreneurial spirit. Arabian
Journal of Business and Management Review, 2(3), pp. 15-27 [Online].
Available at < https://www.arabianjbmr.com/pdfs/NG_VOL_2_3/3.pdf>.
[Accessed on 27th November 2018].
Work
with Google (2014) Karen May on how Googlers teach and learn
[Online]. Available at
<https://www.youtube.com/watch?v=nhD-rojP11M>. [Accessed on 4th
November 2019].
