Changing Face of Corporate Learning

With the advent of globalization, the world is becoming a smaller place and this phenomenon heralds with itself a tremendous shift in the Workplace. Along with a number of other ramifications, this shift brings with itself the need for ‘lifetime learning’. Pat Brogan’s paper on ‘Using the Web to train Knowledge workers’ brings out the importance of this need and asserts that embracing technology to address this need, is an effective solution. In spite of the title of the paper suggesting that it highlights the benefits of the Internet in aiding the process of Knowledge sharing, its strength lies else where. I believe what it effectively manages to convey, is the success of a Learning Organization and how Technology-aided learning (not just the use of Internet as a mode of delivery) builds such a successful organization. The paper makes good reading on account of creating a robust context and history of Corporate Learning – what it was and where it stands now.

 

Organization Knowledge: What is it?

 

Knowledge resides within the organization at every level. Traditionally, this knowledge was considered to be data-centric. In other words, organizational knowledge was extracted out of the data presented by revenue collections through the ‘cost price-selling price-profit’ model. An analysis of these numbers was conducted to predict future strategies.

 

Where this model fails, especially in the modern context, is in the fact that it allows a series of constants which enables predictability. Constants, in the ever changing markets of today, are hard to come by! Organizational Knowledge, as we understand it today, embraces more than simple data or theories. It is a holistic look into context, history and most importantly, personal experiences.

 

Learning Organizations: A success story

 

So, the most important question is how to use or share this knowledge to add value for the organization. The answer for many is to ‘build a learning organization’. The Author defines a learning organization as one that has ‘an enhanced capacity to learn, adapt and change’.

• It is an organization which endeavors to create and sustain learning processes, which have a definite alignment towards improvement and innovation.
• It also identifies systems within the organization which pave the way for Learning – including infrastructure to support learning, the medium of learning and the process of evaluation.
• A learning organization also identifies, within its structure, three levels of learning.
  • Individual Learning
  • Team or Group Learning
  • Organizational Learning

The success of such an organization lies in the fact that more and more people aspire to be associated with it. When an organization is committed to creating an array of learning opportunities, employees look at it as a workplace that will enhance their skills on a continuous basis.

 

Meeting Adult Learners’ need: the first step to building Learning Organizations

 

While this is undoubtedly the first and crucial step, approaches to Adult learning have also been an area of much debate. It is now a proven fact that children and adults learn differently. The Author cites the theory of Andragogy – which addresses specifically to the needs of adult learning. Andragogy lays down four major assumptions to be kept in mind when designing a learning module for adults.

• Adults have to realize or accept the need for learning
• Adults learn best by experience
• Adults approach learning as problem solving
• Adults learn best when the topic is of immediate value

For practical purposes, instruction for adults needs to be focused more on processes. Some strategies that work well are

• Learning by examples – like through case-studies
• Learning through experience – like role playing or simulation

Technology-aided learning:  delivering customized learning solutions effectively

The natural progress from ‘creating a learning environment for the adult learner’ is to the aspect of delivery. Reaching out to the large audience in an organization is a challenge for all Learning Organizations. Traditional ways of classroom learning fail to embrace the length and breadth of the corporate world.

• Computers and networks within the organization (like intranets) were first used to deliver learning within organizations. This heralded the age of ‘technology aided learning’ – the era of Computer Based Trainings (sometimes distributed through a CD).
• While CBTs enjoyed popularity within the corporate world (and still do, within some circles), it was only with the widespread reach of the Internet that truly accelerated the growth of Technology-aided learning. Online training presents various ways of learning – from a simple content-based approach to experiential learning through simulations. This has proven to be the true success story of Learning in the new millennium.

Learning Management Systems: A good place to start

A Learning Management System (LMS) acts like the backbone of the learning structure of an organization. In the pursuit of being successful Learning Organizations, an LMS is a rudimentary necessity. LMS acts as an ‘electronic teachers assistant, registrar and administrator’. Working on the model of the three R’s, an LMS has three main functionalities – Registration, Routing and Reporting.

	Features
Registration	Allows enrolling learners into one or multiple training courses Strong LMS’s allow importing learner data from other sources – like Employee Database which resides with the HR function
Routing	Leads the learner to the available course material, or reference points Special privileges are given to the systems administrator to maintain an optimum flow of learners as per training needs of the organization  (prioritization)
Reporting	Gives a summary of progress and results in the form of scores or points Advanced analysis on scores to adjudge learner satisfaction or how effective is the training Intelligent LMSs are also equipped to prepare comparative studies to understand   different learning styles or learner groups.

Conclusion

Knowledge sharing in an organization is more of a necessity than simply ‘good practice’. It is also the most effective mode of Learning in an organization. If you haven’t thought of how it impacts you or your organization, this paper will make a lot of sense to you. For those who are living and breathing ‘Learning’ at the workplace, it will go on to strengthen your convictions – it is indeed the time for ‘lifetime learning’ and what a good time it is!