Lifelong learning
How can we create an active learning culture?
The labor market is in constant flux. Due to increasing technologization and digitalization, the demands placed on employees and managers are evolving at an ever-faster pace. What do these changes require from us in terms of knowledge and skills? What is the importance of lifelong learning, and how can we collaboratively foster a more active learning culture within organizations? These questions are explored and addressed through applied research conducted in and with (SME) businesses, industry organizations, and educational institutions.
Spotlight on research group
Rapid developments continuously impose new demands on employees and managers. Staying agile and up to date is essential. That is why the research group investigates ways to stimulate a learning culture. To ensure practical applicability, we collaborate with businesses and knowledge partners from the region. In this video, you will see an example of the collaboration between the research group Lifelong Learning, the training advisory office of the social partners in metalworking (OOM), and the SME company ‘Havelaar and Hak’.
Our research projects
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Micro: Strengthening employees' self-management
How can I, as an employee, take control of my own development, and what support do I need from my manager? This question is central to this research line. At the micro level, the focus is on professionals who take ownership of their own development as much as possible. Do they know what is needed for this? Do they want it? Are they able and willing to take steps, and are there resources and opportunities available to make this happen? Employers play a crucial role in this process. On a close level, managers often provide the direct support employees need to take charge of their own development. The key question here is: How can I, as an employee, take control of my own development, and what support do I need from my manager?
For more information about this research line, please contact:
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Meso: Stimulating a learning culture in organizations
How can organizations make it attractive for employees to develop themselves? This research line seeks to answer this question at the meso level. We aim to encourage organizations to create a learning culture that focuses on enriching tasks, collaborative learning, a safe environment where experimentation and mistakes are allowed, leadership that fosters learning, learning processes integrated into existing structures and workflows, and the structural acquisition of knowledge and experience from outside the organization. The key question is: How can knowledge about the building blocks of a learning culture be concretely implemented within organizations so that professionals feel invited and challenged to continuously develop themselves?
For more information about this research line, please contact:
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Macro: (Regional) networks to support employee development
To initiate lifelong learning for individual employees, the broader environment of the organization also plays a role. This context—the ecosystem—consists of other (private) organizations, social partners, governmental bodies, and educational institutions. It should be designed in such a way that it not only strengthens a positive learning culture within organizations at the meso level but also enhances the learning and innovative capacity of professionals at the micro level. The key question is: How can such public-private learning communities be structured to effectively contribute to professionals' ability to continuously develop themselves?
For more information about this research line, please contact:
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Taking charge of autonomy
This project explores how interventions based on the 3R model (Direction, Space, and Support) help employees experience greater autonomy and control over their work. The goal is to enhance organizational agility by empowering employees.
Why this matters
For both organizations and employees, adaptability is increasingly crucial. The ability to respond to change depends heavily on employees’ flexibility. When they have the ability, willingness, and permission to take charge of their careers and employability, they can better navigate labor market shifts and workplace developments.
However, in many organizations, strict processes limit employees' ability to shape their own work. This can hinder the development of self-management skills, making employees less adaptive and putting organizational agility at risk.
Project goals
Windesheim, in collaboration with SPDI (AWVN, FNV, and CNV), supports 12 organizations in enhancing employee autonomy. Using the 3R model, the project examines whether targeted interventions improve employees' ability to take charge of their work and long-term employability.
Approach
Researchers monitor company pilots through a mixed-method approach, including impact, realist, and process evaluations. A survey measures how 3R interventions influence employees' perceived autonomy. The study also analyzes how interventions work, their implementation context, and real-world execution. SPDI assists companies in implementing interventions and coaches leaders on fostering autonomy and employee self-management.
Want to Learn More?
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Quickscan Learning Culture
In collaboration with TNO, Windesheim is developing a Quickscan Learning Culture, a tool that quickly assesses whether an organization fosters a strong learning culture.
Why this matters
The Dutch Ministry of Social Affairs and Employment launched a multi-year program in late 2023 to promote lifelong learning and development. The goal is to make learning an integral part of daily business operations. As part of the program’s "Support and Facilitate" track, TNO and Windesheim are developing the Quickscan Learning Culture. This accessible tool raises awareness and provides organizations with an initial impression of their learning culture.
Project Goals
Help organizations recognize their current learning culture and identify areas for improvement. Gain insights into the learning culture of a broad range of organizations across the Netherlands.
Approach
The Quickscan is based on validated learning culture models (Korevaar et al., 2020 & Van der Torre et al., 2020) used in previous research. The project involves: A preliminary study to refine the concept. Developing a digital tool that provides instant feedback to organizations. A pilot phase with SMEs to test and optimize the tool. A final rollout to make the Quickscan widely available.
Want to learn more?
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SMART4L: Accelerating ICT-Driven innovation in logistics through learning communities
The SMART4L project aims to enhance the learning capacity of logistics companies and improve the employability of logistics employees by fostering (inter)regional collaboration on ICT-driven innovation.
Why this matters
In a rapidly evolving technological landscape, logistics companies and their employees must quickly adapt. However, many ICT innovations remain underutilized due to a lack of relevant skills among workers. SMART4L bridges this gap by strengthening the learning capacity of logistics companies and boosting workforce employability. The key questions are:
- How can employees keep up with new ICT technologies and contribute to their adoption?
- How can organizations create the right conditions to promote and facilitate ICT learning and innovation?
Project Goals
SMART4L focuses on redesigning and optimizing three regional learning communities:
- Port of Twente
- Logistics Lab Zwolle
- Kansen met Data – Datalab
These learning communities bring together businesses, knowledge institutions, educators, and industry associations to collaborate, co-create, and adopt ICT-driven innovations.
Approach
In collaboration with research institutions and industry partners, we investigate how and when learning communities can drive sustainable ICT innovation in logistics and support the development of necessary workforce skills. The project focuses on three key accelerators:
- Designing and developing sustainable learning communities (CLCs).
- Building an ICT platform for knowledge sharing and co-creation.
- Optimizing social dynamics to enhance learning, knowledge exchange, and innovation adoption.
Want to learn more?
Contact Jeltje Talen(opens in new tab).
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Our professors and researchers
Dr. Menno Vos, professor
Menno Vos is professor of Lifelong Development. His research focuses on ways in which organizations can encourage their employees to keep developing themselves.
Linkedin (opens in new tab)Dr. Jeltje Talen, associate professor
Jeltje Talen is an Associate Professor of Lifelong Development. Her research focuses on how collaboration within companies and (regional) networks can stimulate learning, working, and innovation.
Linkedin (opens in new tab)Want to know more?
Looking for a speaker for a workshop, guest lesson or other meeting? We provide lectures, presentations, workshops and guest lectures. Feel free to inquire about the possibilities and costs. Or we can explore what our researchers can do for you.
lectoraat-levenlangontwikkelen@windesheim.nl(opens in new tab) +31 884698426(opens in new tab)