For
many of us who started their career in the 90s and before, on-the-job learning
was key to one’s growth and success, irrespective of the degree one had. This
is why many large FMCG companies chose to send their management trainees to the
nook and corner of the country to not just familiarize themselves with the end consumers
at the grassroots level but learn en route. And, no academic qualification can
substitute this rich experience.
Though
large FMCG companies still follow the same-old practice, companies in sun rise
sectors often tread a different path. I am not undermining the benefits of a
structured learning or a training process, but I do believe that informal
learning which includes learning on the job, learning from peers, seniors and
even juniors, has its own allure and the possibilities are humongous.
In the
past decade or so, the whole idea of learning has undergone a drastic
transformation; people refuse to adhere to conventional learning methods, they
want to learn just what they need, and when they need it. This is why learning
has progressed from tradition classroom environments to boarder, non-linear
settings.
Today,
it is common place for companies to have training's at various levels as
integral part of their agenda, to enhance the knowledge and skill set of its
employees. Commendable effort. However, in
a structured environment, there is a possibility of one or two sessions in a month,
keeping in line with the training calendar; however that may not suffice to
keep pace with the learning curve, especially at a time when the business
dynamics are changing by the day.
Every
day there is something new to learn or explore be it technology, a new tool, a
new business practice or a new media that’ comes up. And to keep oneself
updated with the day-to-day changes, one has to learn every day and that is
achievable only through informal learning, sans the constraints of a
conventional training setting.
In a
professional environment, it’s only makes sense to have an open learning
process which is not bound by classrooms or confined spaces. When people learn
informally or learn through their own experiences, it stays with them for a
much longer period. Besides, who wants a classroom kind of an environment after
calling it quits post academics.
Besides, as matured individuals, most of this
learning actually happens through trial and error, reading, Internet and
interacting with people, etc. This is because we as individuals are wired to
learn things incessantly and learning cannot be restricted to just the smart
board.
One big change that can be seen in many
companies is that even formal training and learning sessions are getting the
informal approach to make it more vibrant, interactive and open ended.
With GEN-Ys and Millennials populating the
workforce, this kind of set-up has become a subject of utmost importance for
all companies.
If in early days, doing business was like sailing
in smooth waters, in current times, it is like Grade 5 white water rafting.
What I mean is that the business environment is so dynamic that it is in a
constant state of flux. You can plan for five years ahead; yet, you will find
yourself navigating a new challenge every single month.
Moreover, with the technological advancement at
its acme, it is challenging to keep up with the knowledge base
expansion of the workforce. Also,
getting everyone trained in all the new information that is flooding the world
is tough to match up.
This makes it pertinent for organizations to continuously
evolve their learning strategies to bridge this knowledge gap.
One way of doing this is by structuring relevant training's
to ensure that there is a learning component in every job. This will lead to
alert, updated and technologically savvy workforce, which can in turn create
differentiation in the market. Apart from learning through classroom or
Web-based Training, there can be cross learning between peers. For example, in
any software project team there would be people with varying subsets of skills,
which they can impart to the project team members. Informal learning through
stretch assignments and project memberships too strengthen the informal inputs.
When it is done it can double as a retention strategy as well, particularly
when used for Top Talents.
Another thing which is critical to any training intervention is
focus on accurate and correct mapping of the learner.
Know
your goal
To begin with, do we actually know what is the
core purpose of learning or why do we learn? Well, we learn because we want to
excel at work, be productive in teams that we are part of and most importantly,
for growth and success. However, are
organizations able to foster real learning in its people? If you ask me,
organizations want learning that enables business results such as smooth
execution, surge in returns and profitability, improved customer satisfaction,
etc. This makes it an imperative to re-look at investing in learning and
development of employees for long term results.
Some believe that informal learning is more
effective and convenient, as it is personal, just-in-time and completely
customized. However, before we decide on the effectiveness of the training
modes, it is pertinent for L&D leaders, to draft
their training agenda that boasts of not just formal classroom/online training
for his/her people but a good blend of both.
For
instance, we all have seen and observed the inflight demo of using the oxygen
mask or the jacket. But how many of us can actually follow the same and
implement it even in normal conditions, forget about the emergency situation.
Similarly, if the training sessions are impractical and irrelevant, the entire
effort is futile.
Albeit, it is also vital that leaders are able to align
employees to the vision, goals and the overall business goals with their
training agenda. Hence, at the planning stage, it
is also their responsibility to
not only plan ahead and predict the gaps in the existing employee learning, but
also to fill those gaps as they uncover them.
What’s
in for me?
Be it an informal learning process or a formal one,
one key aspect is WIIFM (what’s in it for
me). This is what draws people to learn. This is also an adult learning
principle. One is always keen to know what and how he/she can progress from
this learning. I strongly feel that learning is by choice and
not just by design.
If
organizations fail to keep the learner in the loop while planning their
training agenda, it is most likely that they will fail to achieve their real
objectives. The new age learner’s needs and requirements have evolved too. He is
not just focused on learning that will help in finding a job; rather he expects
that the learning will enhance his employability factors as well.
Creating the blend
Having
said that, I also believe that the way out in the future is two to tango.
Organisations should have a mixed policy where both formal and informal
training sessions have equal importance. After all, each one has its own sets
of challenges as well as heaps of advantages.
It would
be wrong to expect miracles out of informal learning alone. It has its own
shortcomings. Attention span of participants is often ephemeral. It’s been
observed that after the initial burst of enthusiasm, internal social networking
groups and communities of practices face the risk of running out of steam.
To make
informal training interventions work, several motivation factors are required
to be built in till a time people learn to internalize them. The core advantage
that comes with informal learning is that it is customized, just-in-time and
learner driven, which can further act as a double-edged sword. While certain employees
may need a strong push in the form of a challenge at work in order to initiate
informal learning, some may naturally have the aptitude to learn at one’s
convenience.
Also, most
of the informal learning happens in a non-regulated environment and is more
driven on what the learner needs to know.
This is
where knowing your learner needs comes to the foray.
Also,
if formal learning is tough to measure, informal learning is even tougher. Its
effectiveness hinges on largely the learning orientation of the participant and
can vary considerably from one person to another.
I
believe that it is important to learn how to blend both informal learning with
that of formal learning to achieve the perfect training outcome. Most of the informal learning methods offer
potential to facilitate learning that translates into actual performance of the
employee. Whereas in formal learning, the learners
are told what they need to learn and how they will learn it before information
is presented for them to remember.
Finding the right mix
Successful
integration of informal learning with conventional learning depends on two
factors: learning culture of the organization and the learning orientation of
the employees.
It
is significant to understand that formal and informal learning are two ends of
a spectrum. It is not about 'either- or', but 'both'. Also, having a positive
and resilient learning culture will act as glue to tie both forms of learning
into one strong approach.
If
implemented well, a blended formal and informal learning approach will result
in talent pool armed with robust self-directed learning capabilities. These
employees will stress on pro-active learning; actively connecting with one
other and sharing of knowledge. These factors can further emerge as key
indicators for an organization's strong business performance.
For any
training session, we have to realise that unlike robots, we are dealing with
adults. Hence, it critical to continuously gaze
at your learners to understand the practicality of the intervention and if they
feel truly engaged by it. This is why we need to actively accept the
mutually reinforcing relationship that exists between formal and informal types
of learning, and understand the implication of their balance in any learning
scenario.