European Chamber Shenyang Chapter Successfully Held HR Salon on the Development of Learning Organization Go back »

2024-08-02 | Shenyang

"How can a stream remain so clear? It is because it flows from a fresh source." Just as water must keep moving to stay clear, people must keep learning to gain clarity and knowledge. Similarly, companies, as organizations composed of people, must continuously learn and innovate to achieve greater and more sustainable development.

On August 2, 2024, the European Chamber Shenyang Chapter (hereinafter referred to as the Shenyang Chapter) hosted the 3^rd session of its annual Human Resources Sharing Salon at the Sunwah Tianxi Innovation Center, Building F, 3rd Floor. The Shenyang Chapter specially invited Ms. Ellen Gu, Michelin's Human Resources Manager, to engage with over a dozen member company representatives on the theme of "Developing a Learning Organization."

The event commenced with an opening speech by Mr. Fuchen Bi, Chair of the Shenyang Chapter Human Resources Forum and Michelin's Manager of Human Resources and Government Affairs. He emphasized that Michelin places great importance on self-improvement of its talent and departments during its growth and development. A learning organization is a unique concept that Michelin has developed over years of company evolution and management.

After providing a brief overview of the Michelin Shenyang factory, Ms. Ellen Gu shared her practical insights into promoting learning organizations at Michelin Shenyang. She explored various dimensions, including the reasons for building a learning organization, its definition, value, vision, and plans. Some key insights included: building a learning organization is not equivalent to organizational learning; companies must foster a spontaneous, bottom-up learning atmosphere; learning is not the end goal but a means to achieve the company's vision; learning and work are two sides of the same coin, where the company is a university, work is learning, and employees are teachers; and, in specific plans, attention should be paid to core competency training, utilizing tools like reflection, innovation, and systematic thinking.

During the subsequent Q&A session, Mr. Fuchen Bi engaged with the attendees on topics such as Michelin's journey from zero to one as a learning organization and common misconceptions about learning organizations. Mr. Bi noted that since 2014, Michelin has been experimenting with an empowered organization model, combining scientific management with organizational health. By establishing a management framework and system innovation, they have inspired self-driven awareness in workshop teams, continually incorporating innovative elements and content to infuse the empowered organization with sustained vitality. Today, the Michelin Shenyang factory stands as a global benchmark for employee management and efficient operations within the group.

Furthermore, a learning organization must avoid the pitfalls of becoming abstract or superficial. Employees should resonate with the company's vision sincerely. By integrating training, reflection, and thoughtful summarization, new knowledge can be embedded into management and work practices, truly driving the wheels of a learning organization forward.

The event concluded with a lively and productive discussion, marking a successful session.

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