Since I started working, and I’m sure even before, there is this mantra about lifelong learning, learning on the job, workplace learning. There are companies who sell their services, mostly learning software, with the claim that informal learning is the best way for employees to learn.
Now, much of this superiority claim for informal learning is based on the social-constructive perspective on reality. The assumption that truth, and hence knowledge, can only be achieved through interaction with others, other people and objects. Of course, there is some truth in it, but no reason to never engage in formal learning, learning which is structured, often ending in a degree or some sort of recognition of achievement.
Where do learning opportunities lie ?
It doesn’t matter if you think informal learning is the best way for your to acquire knowledge or not. What is more important is your opportunities to use the knowledge you gained. For example, I’m trying to learn Irish and Spanish. My opportunity to use Spanish is far greater than Irish. However, if I would be spending a weekend in Connemara, Irish would be useful (but I could always fall back to English).
At work, you should be learning skills that will help you do your job. I’m trying to stay away from bottom-line efficient jargon. Maybe working is not all about efficiency, but it is about working. How much learning you can do, depends to a degree on the amount of opportunities you have to structure your work. Of course, external changes, like new technology, will push people to learn. However, this reproductive learning. In essence, you are adapting your work processes and behaviors to the new tool. But the same results is still achieved (maybe faster, maybe at a higher quality level).
“What problem do I need to solve?”
Managing your teams learning
As managers, it is important to know what amount of freedom employees have in their task, i.e. how much is prescribed, and how this impacts the knowledge team members possess and the work they are doing. Sometimes, giving people a bit more freedom can achieve great results. Sometimes, this is the wrong thing to do. It depends on the context and the individual.
If you manage people, I suggest you have a look (or talk) about the tasks, methods, and results and decide if your employees need (and can handle) more freedom in their work, and hence more room for personal development.
Finally, don’t forget your company’s culture. You might say that you want to empower individuals to learn more, but does your company culture resonate with that message?
It can be hard to keep up with management advice. I’m not providing general advice, but focus on team and leadership challenges. If you like to stay updated, subscribe to my newsletter.
