LEARNING - HRM Lecture 06

Starting a New Chapter in Learning

The Importance of Continuous Learning

• Employees, once hired, engage in two primary activities: thinking and communicating. They perform tasks while continuously learning throughout their careers.

• Learning in practice differs significantly from traditional university education; the focus should be on understanding concepts rather than rote memorization.

• Companies value continuous learning as it is essential for adapting to changing business environments and technologies.

Training and Its Impact

• Training is a crucial aspect of learning; it raises questions about intelligence, talent development, and how training can be effectively designed to ensure knowledge transfer to practical applications.

• The landscape of learning has evolved with the advent of the internet and social media, necessitating new methods for utilizing these tools for effective knowledge acquisition.

Knowledge vs. Competence

Understanding Knowledge Acquisition

• In courses like this one, participants acquire theoretical knowledge but must also understand its application in real-world scenarios.

• While having knowledge is foundational, true competence involves problem-solving abilities that stem from practical experience rather than just theoretical understanding.

Practical Application of Knowledge

• Competence relates to action; knowing how to perform tasks (like a golf swing or playing chess) requires more than just memorizing rules—it demands practice and reflection on experiences.

What is Talent and How Does It Relate to Competence?

Understanding Talent

• The speaker introduces the concept of talent, distinguishing it from competence, suggesting that while some skills can be acquired through training, talent is innate.

• Examples of talented individuals are provided, including Albert Einstein and Tiger Woods. The discussion focuses on Tiger Woods' early development in golf.

• The speaker posits that talent is something one is born with, emphasizing that it exists from conception as defined by DNA.

The Nature of Talent

• Talent represents potential rather than competence; it's the inherent ability to excel in a specific area.

• A debate arises regarding whether talent can be developed through training. The speaker asserts that true talent must be identified and leveraged rather than created.

10,000 Hours Rule

• Reference to Malcolm Gladwell's "Outliers," which claims that achieving expertise requires approximately 10,000 hours of practice.

• Examples from the book include The Beatles and Bill Gates, who both invested significant time honing their skills before achieving success.

Importance of Passion in Talent Development

• The speaker argues that without inherent talent or passion for an activity, individuals may lack the motivation to invest the necessary time (10,000 hours).

• If someone lacks natural talent for a task, they may not become an expert regardless of how many hours they practice.

The Role of Training in Skill Development

Types of Training Offered by Companies

• Discussion shifts towards training within organizations; companies often have dedicated departments for employee development.

• Training programs are categorized into three layers: professional competencies (e.g., language skills), behavioral skills (e.g., communication), and methods/techniques (e.g., project management).

Standardization in Corporate Training

• Many corporate trainings are standardized; they follow a catalog format where employees can select courses based on their needs.

• Common offerings include courses on software applications like Excel or Word and essential business administration topics.

This structured approach provides clarity on the distinctions between talent and competence while highlighting the significance of training in developing skills within organizational contexts.

Training Needs in Companies

The Role of Training in Large vs. Small Companies

• Training is often more prevalent in large companies, as smaller firms may not have the resources or demand for extensive training programs.

• In larger organizations, training is typically provided by external trainers rather than internal staff, with HR managing the selection process based on employee requests.

Customization of Training Programs

• Employees may request specialized training tailored to their specific roles, such as sales teams seeking to enhance their skills.

• There are also strategically planned trainings that are mandatory and not based on employee demand; these include onboarding sessions for new hires.

Onboarding and Its Importance

• New employees often undergo a structured onboarding process within their first weeks to familiarize themselves with company culture and operations.

• For example, new hires at Google or Accenture must complete intensive training focused on company-specific practices and methodologies.

Mandatory Trainings for Career Advancement

• Promotions often come with required management training that employees must complete regardless of personal interest or perceived knowledge gaps.

• Change management trainings are essential during significant organizational shifts, ensuring employees adapt to new systems or processes.

The Impact of Effective Onboarding

• Proper onboarding can significantly boost productivity by reducing uncertainty among new hires during their initial weeks at the company.

• Many individuals experience anxiety and confusion on their first day due to unfamiliarity with duties and workplace culture.

Challenges Faced by New Employees

• New hires often feel insecure about their responsibilities and struggle to navigate social dynamics within the organization.

• This uncertainty can lead to decreased productivity as they learn how to integrate into the company's environment effectively.

Benefits of Structured Onboarding Programs

• Implementing comprehensive onboarding activities helps mitigate early productivity losses associated with new employee integration.

• Organizations that invest in onboarding see improved performance from new hires as they become acclimated more quickly through guided support.

Onboarding Program Development for New Employees

Understanding the Need for an Onboarding Program

• The importance of having a structured onboarding program is highlighted, as it reduces uncertainty and helps new employees feel secure about their roles.

• A company hires 50 new employees annually and has received feedback indicating that these new hires experience significant uncertainty due to the lack of an onboarding program.

Steps to Develop the Onboarding Program

• The task involves creating an onboarding training program aimed at helping newly hired employees become productive more quickly.

• Starting with the company's brand and culture is essential; this sets a foundation for all team members, ensuring everyone understands the organization's goals.

Fostering Social Connections

• Encouraging socialization among new hires is crucial, as building interpersonal networks can significantly enhance their integration into the company culture.

Importance of Needs Analysis

• Conducting a needs analysis is emphasized as the first step in any project. This involves understanding what new hires require to succeed in their roles.

• Gathering insights from recent hires about their experiences can inform what information or support they wish they had received during onboarding.

Dual Perspective Approach

• An effective needs analysis should consider both management expectations and newly hired employees' perspectives to identify gaps in productivity and support.

• It's important to clarify goals when asking for input on training needs; different individuals may have varying requirements based on their roles and experiences.

Challenges in Identifying Needs

• New employees may struggle to articulate their needs if they lack familiarity with company structures or expectations, making it vital for organizations to provide clear guidance.

• Understanding employee expectations is critical; without this clarity, it's challenging to develop effective training programs tailored to specific needs.

Understanding Competence and Needs Analysis in Learning

The Concept of Unconscious Incompetence

• The speaker introduces the idea of "unconscious incompetence," where individuals are unaware of their lack of knowledge. Recognizing what one does not know can lead to feelings of depression.

• It is emphasized that individuals must reach a certain level of competence to understand their past gaps in knowledge, which they cannot identify from their current standpoint.

Stages of Competence

• The discussion transitions into different stages of competence: known incompetence (awareness of lacking skills) and implicit competence (knowing how to perform tasks without being able to articulate the process).

• An example is provided about driving a car, illustrating that while one may perform the task automatically, articulating the steps can be challenging.

Implicit Knowledge and Its Challenges

• The speaker notes that even highly competent individuals struggle to explain how they perform tasks due to implicit knowledge.

• Asking competent people about their needs or challenges often yields vague responses, making it difficult to pinpoint specific areas for improvement.

Identifying Training Needs

• The Critical Incident Technique is introduced as a method for identifying situations where newly hired employees faced significant challenges.

• Various methods for assessing training needs are discussed, including structured interviews with peers and shadowing new hires to observe their experiences directly.

Effective Methods for Needs Assessment

• Shadowing involves following new employees throughout their day and discussing critical incidents at the end, providing insights into their struggles.

• Workshops with newly hired personnel can also facilitate discussions around needs assessment beyond traditional interviewing techniques.

Designing Training Programs

• When considering training activities, participants envision traditional settings with trainers instructing groups; however, this view should be broadened.

• A distinction between on-the-job training (learning in one's natural work environment under guidance) and off-the-job training (formal sessions away from daily responsibilities) is highlighted as crucial in HR practices.

Training Approaches: On-the-Job vs. Off-the-Job

Understanding Training Contexts

• The effectiveness of training can depend on whether it is conducted on-the-job (OTJ) or off-the-job (OJB). OTJ training allows immediate application of learned skills, enhancing the learning experience.

• Team-building exercises are often more effective when conducted outside the workplace, as they address specific needs that cannot be met in a regular work environment.

Advantages of On-the-Job Training

• On-the-job training is closely related to daily tasks, allowing for immediate application and feedback, which enhances learning transfer—an important concept in adult education.

• Learning is more relevant and motivating when employees acquire knowledge to solve real problems they face at work, leading to higher engagement and retention.

Benefits of Off-the-Job Training

• Off-the-job training typically involves professional trainers who specialize in certain areas like project management or sales techniques, providing expertise not always available within the organization.

• Specialized facilities for off-the-job training offer an environment free from workplace distractions, enabling focused learning and collaboration among participants.

Social Aspects of Training

• Evening socializing during off-the-job training fosters networking opportunities among employees, which can lead to beneficial career relationships and exchanges of information.

Conclusion: Balancing Both Approaches

• There are distinct advantages to both on-the-job and off-the-job training methods; understanding their differences helps organizations choose the right approach based on specific goals and contexts.

Understanding Learning Dynamics in Training

The Nature of Learning Techniques

• The distinction between static and dynamic learning methods is highlighted, emphasizing that reading a book is a solitary, unchanging experience, while role-playing requires group interaction to address conflicts.

• Management exercises, such as business simulations or presentations, are best conducted in groups to foster collaboration and dynamic learning experiences.

Blended Learning Concept

• Introduction of the term "Blended Learning," which refers to combining various learning techniques for effective training outcomes.

• A typical training schedule should clearly outline objectives, materials used, and content structure to ensure professional preparation.

Evaluating Training Effectiveness

• Evaluation is crucial at the end of training programs to assess their effectiveness over time; this includes determining if adjustments are necessary based on feedback.

• Kirkpatrick's four levels of training evaluation are introduced:

• Level 1 focuses on participant reactions (e.g., enjoyment and satisfaction).

Limitations of Reaction-Based Evaluation

• While gathering feedback on reactions can provide initial insights into training quality, it remains subjective and may not accurately reflect actual learning.

• Participants may express positive feelings about the training without having genuinely learned anything substantial.

Assessing Knowledge Retention and Behavior Change

• The challenge lies in determining whether participants truly learn from the training; tests or examinations can help gauge knowledge retention beyond mere enjoyment.

• It’s essential to evaluate if learned skills translate into behavioral changes during real-world applications (e.g., sales presentations).

Measuring Training Outcomes

• Companies aim for tangible results from training—such as increased revenue—not just improved presentation skills. This highlights the need for evaluating practical application post-training.

• The highest level of evaluation involves assessing whether trained individuals apply their new skills effectively in their roles, which directly impacts organizational success.

The Challenge of Learning Transfer

• A key challenge in training is ensuring that what participants learn is applied back in the workplace. Successful transfer of knowledge is critical for realizing the benefits of any training program.

What Improves Learning Transfer?

Understanding Learning Transfer

• Learning transfer is crucial for effective training; it refers to the application of learned skills in real workplace scenarios.

• The difference between successful and unsuccessful learning transfer often lies in the opportunity to apply new knowledge in the workplace.

Factors Influencing Learning Transfer

• Providing opportunities to practice learned skills is essential; without this, retention diminishes.

• Individual personality traits play a role; some may resist change and prefer old habits, impacting their motivation to apply new skills.

• The perceived benefits of training content significantly influence motivation; if participants see no value, they are less likely to implement what they've learned.

Key Elements of Effective Training

• Participant characteristics such as cognitive abilities and readiness to learn affect their ability to apply new knowledge.

• Training quality matters: it should address critical needs with appropriate methods, materials, and environment for optimal learning outcomes.

Types of Participants in Training

• There are two types of training participants:

• Training Tourists: Attend for leisure or minimal engagement without specific goals.

• Problem-Solvers: Attend with concrete challenges seeking solutions relevant to their work.

Informal Learning and Its Importance

• The landscape of learning has evolved due to technological advancements like the internet and social media, changing how employees acquire knowledge compared to previous generations.

• Informal learning emphasizes self-directed experiences where individuals learn through practice rather than formal instruction.

Reflection on Personal Learning Experiences

• Individuals often reflect on their unique skills and recognize that much of their expertise comes from hands-on experience rather than traditional education methods.

• Feedback from experiences plays a vital role in shaping future behavior and improving skill sets over time.

Informal Learning vs. Formal Learning

Understanding Informal Learning

• Informal learning occurs spontaneously and is often unrecognized by individuals, contrasting with formal learning that takes place in structured environments like training sessions.

• Formal learning involves specific settings where instruction and materials are provided, while informal learning happens as a side effect of daily work activities.

The Impact of Training Budgets

• Despite the significant budgets allocated for training (approximately 3% of operating costs), they only account for about 20% of overall learning within companies.

• In a company with $100 million in operating costs, the average training budget might be around $300,000 to $500,000, highlighting the limited scope of formal training.

Shaping Informal Learning Environments

• Companies should consider how to foster environments that encourage informal learning among employees to enhance their skills and knowledge acquisition.

The Evolution of Knowledge Sharing in Organizations

Traditional vs. Modern Organizational Structures

• Historically, organizations featured a hierarchical structure where a knowledgeable boss trained employees; this model is becoming outdated.

• In modern workplaces, expertise is distributed among team members rather than centralized in management; employees often know more about their fields than their managers.

Peer Learning Dynamics

• As projects grow complex, managers cannot possess all necessary knowledge; thus, peer-to-peer learning becomes essential for skill development.

• Experts learn primarily from each other rather than from traditional managerial figures; this shift emphasizes social or peer learning as crucial for professional growth.

Modern Learning Environments

Diverse Sources of Knowledge Acquisition

• Employees today utilize various resources for problem-solving beyond direct supervisors—these include peers, online searches (like Google), and community practices.

• Individuals can access literature or attend conferences to gain insights into specific topics relevant to their roles.

Learning 2.0: The Evolution of Knowledge Acquisition

The Rise of New Learning Platforms

• The speaker discusses the emergence of new resources for learning, particularly in HR and Labor Law, which have become available over the last five to ten years.

• YouTube is highlighted as the largest learning platform globally, offering tutorials on a wide range of topics beyond just entertainment.

• Other valuable resources include wikis (beyond Wikipedia), blogs, and expert forums where individuals can share knowledge across various fields.

• Social networks like LinkedIn allow users to connect with groups for knowledge exchange and feedback on professional queries.

• Podcasts are emphasized as an important source of information that can be consumed while multitasking, such as during commutes.

Understanding Learning 2.0

• The concept of "Learning 2.0" is introduced as a modern form of informal learning that leverages user-generated content and social media platforms.

• A critical aspect of Learning 2.0 is the reliability of user-generated content; questions arise about how trustworthy these sources are compared to traditional academic materials.

• The speaker explains that while anyone can contribute to platforms like Wikipedia, there exists a system of social control that helps maintain quality through community oversight.

Principles of Learning 2.0

Accessibility and Content Creation

• It has become easier for anyone with internet access to create and share educational content, democratizing knowledge production.

On-Demand Learning

• Traditional "just-in-case" learning is being replaced by "on-demand" learning; individuals now seek information when they need it rather than memorizing facts in advance.

Social Learning

• Emphasis is placed on social learning from peers—learning not only through digital means but also through collaboration with colleagues in group settings.

Need for Space

• The final principle discussed involves recognizing that learners require space—both physical and mental—to engage effectively with new information and ideas.

Understanding Workplace Learning Restrictions

The Impact of Internet Restrictions in Companies

• Some companies restrict employees from using the internet, including platforms like YouTube, Facebook, Twitter, and LinkedIn, emphasizing that employees should focus on work rather than browsing online.

• This approach is criticized as narrow-minded; social media can be leveraged for learning and revenue generation. Platforms like Twitter and LinkedIn can enhance professional development.

• Limiting access to resources such as Google at work denies employees a vast universe of knowledge essential for their tasks. Such restrictions reflect a misunderstanding of modern learning methods.

• Managers often express concerns about productivity when discussing new learning approaches. However, it is argued that they may be misinformed about the benefits of integrating these tools into the workplace.

• The fourth principle emphasizes that both individuals and companies must take responsibility for their learning processes, advocating for trust in employees' ability to manage their time effectively while utilizing available resources.