ORGANIZATIONAL LEARNING

Among of Unilevers long-term projects, the strtegies of !eveloping the h"mn reso"rces
hve #een t$en cre most% &'e re competing (ith o"r opponents #) st"!)ing more *"ic$l) n!
effectivel) thn them+ , si! -r% .tric$ /esc", the presi!ent of Unilever 0ietnm% As res"lt,
Unilever hs crete! #est con!itions
The first step of these importnt strtegies hppene! in 1223 (hen Unilever #egn their
trining progrm &/ove) co"rses+ #se! on the #est-selling #oo$s &4even h#its of s"ccessf"l
people+ of 4tephen /ove)% T(ent) tem le!ers in mn) !eprtments of the compn) too$
tten!nce in these clsses to lern #o"t the "sef"l #ehviors% The) clle! this step (s &The Ne(
5eginning+%
-oreover, Unilever hs #"ilt some lerning for"ms in the frme(or$ of compn)% These
for"ms (ere orgni6e! insi!e the compn)s cmp"ses%
A!!itionll), the compn) hs forml !evelopment progrm for ll stff t ll levels (ith
the im of #"il!ing "p the most professionl (or$force in 0ietnm% The !evelopment frme(or$
covers generl 7 professionl s$ills, e8perience n! le!ership cp#ilities%
In or!er to these forml lerning opport"nities e%g clss room trining, (or$shops,
conferences, etc (hich re tenttivel) #o"t 92 percent of the overll lerning opport"nities for n
emplo)ee% Other informl lerning opport"nities, cco"nte! for the remin :2 percent, incl"!e
coching, mentoring, on-#or!ing ctivities n! series of project ssignments n! on-the-jo#
lerning opport"nities% These opport"nities cn #e orgni6e! locll), regionll) n! interntionll)%
The company has applied the Formal learning and Informal learning (OConnor and McDermott,
1997% 5) opening the "sef"l co"rses n! trining the stffs cref"ll), Unilever hs !one (ith their
slogn; &.eople m$e chnges<+