Knowledge and Human Development Authority: Difference between revisions

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By providing a supportive regulatory environment, ''Rahhal'' will enhance learning opportunities for all members of the community, whether they're children or adults. It will support learners with special education needs as well as those with special gifts and talents; it will diversify the choices for parents who wish to supplement their children's education; and it will provide adults with a flexible, modular form of learning that can be used to further their careers or enrich their lives. KHDA is currently working with parents, schools, government bodies and private organisations to bring ''Rahhal'' to life, united by a grand vision and a common purpose. Rahhal is currently in pilot phase and will be made available to a greater number of learners in the months.

==KHDA Work Environment==

===5 Ways of Wellbeing===

In 2014, KHDA implemented the evidence-based '5 Ways to Wellbeing'<ref>{{Cite web|url=https://www.nefconsulting.com/our-services/strategy-culture-change/five-ways-to-wellbeing/|title=Five Ways to Wellbeing}}</ref> - developed by [[Nic Marks]] at the [[New Economics Foundation]] - into its processes and physical environment. These '5 Ways' - Keep Learning, Give, Take Notice, Connect, and Be Active positive changes at the workplace. To motivate the employees to '''"Keep Learning"''', KHDA has opened up a library to promote reading. It has also hosted talks from national and international speakers, and funded training programs for employees to attend of their choice. KHDA's encouragement to 'Give by participating in charitable activities throughout the community – at hospitals, at special needs centres, at mosques and at animal rescue centres - and by making more time to help each other during the working day. KHDA established a programme with an orphanage in Banda Aceh, Indonesia which enabled teams to travel and spend a week working with the children and their carers. These trips were funded partly by KHDA, and partly by fundraising activities we held throughout the year. KHDA implemented '''‘Take Notice’''' by beginning the meetings with mindfulness exercises and by practicing an ‘attitude of gratitude’.

KHDA's office environment, meanwhile, made it easier to '''‘Connect’''', by replacing standard-issue carpets and cubicles with sofas, mobile desks, bean bags and green spaces. KHDA established a ‘no-door’ policy instead of an 'open door' policy, with communal areas taking the place of private offices. In the KHDA lobby, people mingle freely and have conversations over coffee, often entertained by someone playing on the baby grand piano, or by lovebirds tweeting as customers arrive. At KHDA, [[Dr. Abdulla Al Karam]] believes that guests should be indistinguishable from employees; board members are no different from new joiners. To facilitate '''‘Be Active’''' KHDA integrated a fully functioning gym into the workspace. A 300-metre running track around the perimeter of the office served as the warm-up for daily fitness sessions before and after work. A boxing ring helped employees release stress, while a yoga room with daily classes helped to channel it more positively. KHDA regularly began participating in races and obstacle races such as the Desert Warrior Challenge and the Spartan Race. Our first participation in this type of event included a team of 10 colleagues – all committed to exercise and fitness.

KHDA's working practices, too, nurtured greater happiness in the people. Mothers with young children were able to spend less time at work and more time at home; an on-site nursery allowed parents to stay near their children while they were at the office; flexible hours and working from home were options available to our team, depending on the type of work they did.

[[File:KHD8690.jpg|thumb|Be Active]]

[[File:KHDA 9920.jpg|thumb|Connect]]

===Self-management===

It has been reported that KHDA is managed in a style suggested by [[Holacracy]], which eschews typical management hierarchies, and is touted as a fluid organisational system that integrates employees of different departments to work with another for progress, autonomy, and self-development.<ref>{{cite web|author=Groth|first=Aimee|date=9 October 2018|title=Is holacracy the future of work or a management cult|url=https://qz.com/work/1397516/is-holacracy-the-future-of-work-or-a-management-cult/|access-date=5 February 2020|publisher=[[Quartz (publication)]]}}</ref>

==References==