Wednesday, 28 November 2012

How learning adds value

I’m developing a model showing the various ways learning adds value in an organisation, and so far I’ve identified four clusters of different ways.

The classic learning paradigm
This is the process flow from: acquisition of knowledge/skills/behaviours; to performance improvement; to business results. This is the main sort of value we expect learning to add.

Talent development
This is about learning as an employee benefit, where employees enjoy the experience, feel more valued, and/or benefit from a break from their day-to-day activities.  Employees can come to see learning opportunities as part of the rewards package of an organisation, which can aid talent recruitment and retention.

There are two aspects to this.  One is the benefits of meeting other people, exchanging ideas and opinions with them, and networking both during and after the learning event – this only applies to learning opportunities involving meeting other people (although this could be online, or remote).  The second is the information gathering (by the organisation) from learners (including from evaluation activities).

Further learning
There are three parts to this.  One is the development of transferable learning skills (and so capacity for change) – e.g., study skills, note-taking, questioning, précis, how to get the most from sessions, etc.  The second is the acquisition of extra skills from the learning process, rather than the content – e.g., IT skills from e-learning, writing skills from completing assignments, chairing groups, scribing, facilitating, etc.  The third is the unexpected learning – knowledge and skills beyond the intended objectives.

I’m interested in feedback on this model. Does it make sense? Is there anything I’ve missed?

1 comment:

Agrodut Mandal said...

Another strategic orientation focuses on educating and managing the customer and supplier relationship. Learning functions engaged in this activity educate employees in negotiating skills and in relationship management. They may offer skills training to suppliers and even set or educate to industry standards. This is a practice common among manufacturing companies such as Ford or Motorola.

Agrodut Mandal
Thesis Writing

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