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Learning@aramex: Structuring Learning

Career development and growth at Aramex relies on the creation of a clear learning blueprint, set goals and performance indicators. Dr.Salman Shobaki of Aramex's Corporate University reflects on this topic, part two in a two part series.


Employees in any company will want to grow inside the company, to develop intellectually. If companies fail to prove the opportunities for their best team members to achieve these goals, they will continually struggle to retain their key talent. The ability to develop personally and professionally is perhaps the most crucial factor in staff motivation.

Growth, though, isn’t simply about aptitude in delivering a certain set of tasks, and can’t be achieved through ad hoc training sessions. The most enlightened companies have understood the critical need to move from functional training to the wide open spaces of learning. In order to achieve this, it is important to create a blue print for learning and, within in, demonstrate what areas of knowledge can be of use at what function. If this blueprint is coupled with a timeline showing what knowledge is needed at what point in an employee’s career, we get a clear guideline for career development.


Such a plan will enable any the organization to better manage the growth of its employees and make sure that they are ready for any new roles in the organization’s expansion. It will also ensure that talented employees do not leave, as they will feel they are being constantly challenged with new knowledge and roles. A career development plan should be initiated by the HR department or, in Aramex’s case, Corporate University, in collaboration with the business leader or unit executive to define the long-term learning needs for a given job or position. Such a dialogue provides the opportunity to set future objectives - or to help identify areas where employee performance or knowledge has been lacking, or management support or goals ill defined.



Read more:-


1. Learning@aramex: Training vs. Learning





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