How to become a learning organisation
By André Bedlow
The benefits of continuous learning within any business environment are indisputable. Organisations spend a great deal of time and exert considerable effort on the implementation of easily accessible educational programmes for their staff. But time and again the training offers a welcome diversion, but fails to change behaviour or improve performance. In addition, people ought naturally to get better at their jobs as they gain more experience, but this collective learning can be lost if the organisation is not listening or is too inflexible to move with the times.
Generic, untailored courses are of limited value to an organisation, as they ignore the unique culture and knowledge requirements. Bespoke course content is vital to building identity and loyalty amongst staff. It is critical that learning and content truly reflects the culture that an organisation wishes to instil and creates a sense of brand identity amongst employees.
Where an investment is made in external training support, it is vital that the provider understands the organisation's business needs and skills of its staff first. This information should then be used to develop and provide training that has real impact. Such an approach to providing impact-focussed training can be achieved with the following steps:
1. Assessment
Assessment of the key business drivers and where delegates are now in terms of their skills to deliver.
2. Pre-course learning
Online or paper-based reading, exercises and case studies.
3. Short training intervention
Concentrating on one or two key issues/topics, up to one day of training, including tutor-led input, group discussion and case study or skills practice.
4. On site coaching
Approximately four weeks later, on site/job observation and/or coaching on a one to one or two basis.
5. Final assessment
Assessment of improvements in delegates' performance and/or behaviours and any further areas to work on.
In addition, it is key to find ways to enhance interaction between employees, taking the focus away from formal learning and shifting towards on the job development. Structures should allow for regular team and inter-team meetings, with a focus on communication and the sharing of best practice. Also, review and evaluation should be built into every project and the start of every business planning cycle. The focus should be on learning lessons from how tasks where delivered as well as what was delivered.
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