Page 124 - Lepičnik Vodopivec Jurka, Mezgec Maja. Ur. 2023. Vseživljenjsko učenje odraslih za trajnostni razvoj in digitalni preboj. Koper: Založba Univerze na Primorskem
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a Zalaznik, Tjaša Redek in Polona Domadenik Muren
Rambla, X., in S. Kovacheva. 2023. »Constructing Meaningful Transitions in a
Vulnerable Situation: The Role of Lifelong Learning Policies in European
Regions.« International Journal of Social Welfare 32 (1): 45–54.
Riddell, S., L. Ahlgren in E. Weedon. 2009. »Equity and Lifelong Learning: Les-
sons from Workplace Learning in Scottish SMEs.« International Journal of
Lifelong Education 28 (6): 777–795.
Stern, E., in E. Sommerlad. 1999. Workplace Learning, Culture and Performance.
London: Institute of Personnel and Development.
Zakon o varnosti in zdravju pri delu (ZVZD-1). 2021. Uradni list Republike Slove-
nije, št. 43. https://www.uradni-list.si/1/objava.jsp?sop=2011-01-2039.
Zalaznik, M., in G. Pfajfar. 2020. »O vodenju se veliki lahko učijo le od malih.«
MQ revija 47:38–39.
The Role of Lifelong Learning in Slovenian Companies
The paper presents a literature review, the state of lifelong learning (LLL) in
Slovenian and European companies, based on the ‘European Company Sur-
vey 2019’ (Eurofound 2019), and a summary of the qualitative research on LLL
in selected Slovenian companies. If the comparison with the EU on a macro
level shows that in the field of training and learning in Slovenia we do not de-
viate significantly from other EU countries, a qualitative insight tells us that
there are companies in Slovenia that not only value the learning of their em-
ployees but that even want to establish a learning culture that is favourable
to lifelong learning. Slovenian companies motivate the individual – the em-
ployee – in various ways, develop modern approaches of encouragement and
understand the employees’ work development and knowledge needs, which
co-create the development cycle of the employee. According to the partici-
pating companies, it is also necessary to develop general competencies all the
time, not only for business reasons but also for the reason of operating suc-
cessfully in technologically rich environments.
Keywords: competencies, lifelong learning, companies, good practices, moti-
vation
122
Rambla, X., in S. Kovacheva. 2023. »Constructing Meaningful Transitions in a
Vulnerable Situation: The Role of Lifelong Learning Policies in European
Regions.« International Journal of Social Welfare 32 (1): 45–54.
Riddell, S., L. Ahlgren in E. Weedon. 2009. »Equity and Lifelong Learning: Les-
sons from Workplace Learning in Scottish SMEs.« International Journal of
Lifelong Education 28 (6): 777–795.
Stern, E., in E. Sommerlad. 1999. Workplace Learning, Culture and Performance.
London: Institute of Personnel and Development.
Zakon o varnosti in zdravju pri delu (ZVZD-1). 2021. Uradni list Republike Slove-
nije, št. 43. https://www.uradni-list.si/1/objava.jsp?sop=2011-01-2039.
Zalaznik, M., in G. Pfajfar. 2020. »O vodenju se veliki lahko učijo le od malih.«
MQ revija 47:38–39.
The Role of Lifelong Learning in Slovenian Companies
The paper presents a literature review, the state of lifelong learning (LLL) in
Slovenian and European companies, based on the ‘European Company Sur-
vey 2019’ (Eurofound 2019), and a summary of the qualitative research on LLL
in selected Slovenian companies. If the comparison with the EU on a macro
level shows that in the field of training and learning in Slovenia we do not de-
viate significantly from other EU countries, a qualitative insight tells us that
there are companies in Slovenia that not only value the learning of their em-
ployees but that even want to establish a learning culture that is favourable
to lifelong learning. Slovenian companies motivate the individual – the em-
ployee – in various ways, develop modern approaches of encouragement and
understand the employees’ work development and knowledge needs, which
co-create the development cycle of the employee. According to the partici-
pating companies, it is also necessary to develop general competencies all the
time, not only for business reasons but also for the reason of operating suc-
cessfully in technologically rich environments.
Keywords: competencies, lifelong learning, companies, good practices, moti-
vation
122
