The Contribution of Lifelong Learning to Human Resource Development
Although it doesn't seem like a new idea or practice, the concept of lifelong learning in it's contemporary and international discourse became well known and generally affirmed in the second half of 20th century, first with the UNESCO Faure report from 1972, and then with UNESCO Delores report in 1996. Today, in 21. century the concept of lifelong learning is the main objective of Lisbon Strategy (European Council, 2000). It's role is to strengthen the capacities of the workforce, with the required skills and competences for successfully coping with the new challenges and permanent (social, labor, organizational)changes in the globalized and changing business environment. This paper attempts to determine the need for learning, at individual and organizational level, methods and techniques of learning, styles of learning, and mainly, the criteria for selection of the employees that mostly need the learning in order to update their knowledge and skills (of course it depends on their job position within the organization and vocation), and finally the expected benefits from the learning process. The age as a variable, also has a great impact, because Europe is getting demographically old, and adults usually feel natural resistance for changes. Briefly, this paper analyzes the possible motives, barriers, and influencing factors for participating in the process of lifelong learning.
Keywords: Human Resource Management, Lifelong Learning, Organization, Human Resource Development, Competences, Vocational Training, Management Development
Research Assistant Jr., Centre for Management and Human Resource Development, Institute for Sociological and Political - Juridical research