Learning at Work…

When the talent wars were raging, offering support for learning and development was considered critical for attracting and retaining employees. The annual spending per employee rose sharply in the first half of this decade from $649/per employee in 2000 to $955 per employee in 2004, to $1,103 in 2007 as per ASTD’s “State of the Industry Report,” 2008. http://www.elearningcouncil.com/content/2008-astd-state-industry-report

What will the 2010 report look like? Although many bemoan the budget cuts to formal training dollars, it is a welcome opportunity to rethink workplace learning strategies. When funding for training was viewed as a perquisite to attract and retain workers in a tight labour market, it makes sense that this “perk” along with others would be susceptible to cuts in an economic downturn. However, let us remember that only a small fraction of the learning that occurs at work takes place within structured events that were tied to training budgets. How do people learn on the job, seeking the knowledge they require to do their work? Learning is an ongoing process and we need to expand our strategies for how we support and enable learning integrated with working.

Our standard models focused on training as a separate activity from daily work. We defined what individuals needed to know and the skills requirements for a job; designed the training to acquire those skills and knowledge and then hoped they would be applied back on the job once acquired. For standardized processes, compliance and core skills, this model continues to be appropriate, whether we choose to deliver the training face-to-face or virtually, synchronously or asynchronously. This is supported by the 2008 ASTD findings of a significance increase in focus on certification and compliance training as well as increase in learner hours being delivered via elearning. The study cited the widespread use of formats that didn’t exist until recently – ie. social networking, gaming and simulations.

The technology tools readily available provide tremendous opportunity to not only augment the formal, structured training and development activities, but an alternative for facilitating workplace learning in an integrated model. Using social media tools, individuals can rapidly seek out and share knowledge as needed. Learning from the web 2.0 world, we can find ways to use these tools to facilitate learning through enhance communication, connectivity and collaboration. For example, if I have a question and can post or send it via text message internally replicating the concepts of “Cha-Cha” www.chacha.com , a search engine that integrates power of search technology with human intelligence as guides, I can gain the information I need to know without having to know whom I need to ask to do so! In the past our contacts and communications were limited within our office mates and colleagues in close proximity. The power of the web is that we can create communities across boundaries and geographies focused on the content and support we need to for real life at work situations. Let’s invest some learning and development dollars in creating the framework to facilitate learning that occurs as needed within work based on peer collaboration and user generated content.