Mutuality, learning and change at work: the case of employee led development.

This research paper investigates the complex, and at times conflictual, relationship between education and work through an interrogation of employee led development (ELD) in two small medium enterprises. ELD refers to learning that is designed to develop the potential of employees rather than their job specific skills. The employer is responsible for bankrolling the particular learning programme followed by the learner, but it is the learner who decides what and how he or she wishes to study. The investigation was conducted by focusing on three key concepts that characterise the ELD model: those of mutuality, learning and change. The aim was to undertake a critical analysis of the extent to which these concepts truly capture the relationship between education and work in relation to ELD in practice. The view that learning is of mutual benefit to firms and theft employees is reflected in the pronouncements of managers at Research and Development Inc. (RDI) and the firm Autotrader. Evidence suggests that a common aim of the case study ELD schemes is the facilitation of change. At RDI this relates to a need to shift from an academic culture, and to encourage staff to respond to a more uncertain commercial environment. At Autotrader change relates to a need to adapt to new technology and deal with a changeable sales environment.