In the rush to be an agile company that meaninglessly adopts new learning technologies, creates hundreds of new courses and disseminates them rapidly; we sometimes lose sight of what is really important. We forget that training needs to be first and foremost about helping employees solve their day-to-day issues, and then everything else.
That is why Josh Bersin, Global Industry Analyst and founder of Bersin by Deloitte, came up with the concept of ‘learning in the flow of work’. Ready to shake up the $200 billion corporate training market, it focuses on the kind of learning that employees truly deserve.
Currently, it takes far too many clicks to find learning content that employees need. And the content itself is so tedious and long that the employee’s attention is not retained for long. Also, at a time when the average knowledge worker is struggling to set aside time (just five minutes per day) for formal learning, the traditional learning system is quite redundant.
Owing to inefficiencies in the current training model, employees end up slotting learning into the important-but-not-urgent quadrant of Eisenhower’s 2×2 matrix. And they start avoiding traditional corporate learning solutions (such as the learning management systems).
As an L&D pro, the onus ends up falling on you to not just “train” employees but actually create an environment conducive to learning and improved productivity. This would mean everything from rewarding employees for teaching others to adopting new learning tools that enable ‘learning in the flow of work’.
In that sense, it has become critical to make learning discoverable by employees and delivered instantly in ‘bite-sized’ formats (as offered by Whatfix), depending on the immediate need.
But learning in the flow of work is more than just microlearning. It tends to be an intelligent mix of micro and macro learning, powered by in-depth employee data tracking and analytics.
According to Bersin, “Research shows that the more micro things we do, the more the need for macro learning grows. This is how humans thrive. We couple big learning with small learning. And eventually, we want to be credentialed to signal our mastery of certain skills. Then, we become the master and the source of learning and shift to mentoring and coaching others.”
Both formats can be used depending on the stage of the skill/employee lifecycle. Macro or structured learning is great for on-boarding and helping employees develop a new skill to seek a promotion or change in role. This is because macro modules offer a holistic view of the topic and thus delivers deeper understanding. On the other hand, micro or unstructured learning helps solve unexpected problems, improve work, stay informed about changes and so on.
In line with this belief, a research by O’Reilly shows that new hires were more likely to benefit from structured content. But as they grow (become experts) in their field, it would help for them to interact with unstructured content.
Also, interestingly, a recent Linkedin research noted that 58% of respondents wish to learn at their own pace, while 49% would like to ‘learn in the flow of work’.
Clearly, the people (employees) have spoken.
Did your employee just complete a full day training on Salesforce, but is still having trouble adding a new opportunity on the software? A micro-learning course on this particular task pops up, as she attempts to complete the new client form. Or suppose she is worried about how to ace a new business pitch demo? Instantly, a Slack chat window opens up where she can discuss with the team’s top performer, while she preps herself. Or, what if she is facing an ethical dilemma, about whether or not to accept a freebie from an agency partner? She gets access to an internal discussion board, to post her concern, and get scores of similar experiences and suggestions from other employees.
All of these are examples of ‘learning in the flow of work’ or continuous learning.
It can help you account for a large chunk of the efforts that go into the 70:20:10 model in training design. According to this approach, real business impact is generated when employees learn while working (70%) and working with others in the company (20%).
No wonder learning in the flow of work is also called adaptive learning and performance support.
Step 1: Embed learning into the workflow of existing ICT systems: This move allow employees to get coached on how to use the tool better, while they work.
Hence, microlearning platforms, such as Whatfix, allow for integration with the likes of Salesforce, MS Dynamics, Oracle CRM, ServiceNow, SuccessFactors and SharePoint. And thanks to such integrations, the microlearning tool is able to offer a homogenous user and learning experience. Vendors of learning tools are also offering the option of plugins for Slack, Outlook, Salesforce and G-suite.
Step 2: Include the 4Es into your content mix: Bersin believes that to get continuous learning right, you need to follow a combination of four holistic approaches:
Most of these technologies offer an overlap in their functionality, but together it makes continuous learning almost invisible in our jobs.
Step 3: Build and deploy learning content for maximum engagement: The width and depth of the content, how relevant it is to the learner and how often they need to be exposed to it; are all decisions that need to be taken thoughtfully. For instance, make sure that the content is:
Step 4: Build a strong learning culture: Remember that continuous learning is not just about the technology or content formats, but also about humans and culture. In fact, Bersin defines continuous learning as “… structuring resources, expectations, and learning culture in such a way as to encourage employees to learn continuously throughout their tenure with the organization.”
So work towards building an organizational culture that encourages democratization of learning. Everyone should be empowered to share knowledge, via the likes of mentorship and connected internal social networks.
The transition from traditional formal learning to always-on performance-based learning has already begun.
Only 16% of L&D spend was directed towards instructor delivery in 2015, as compared to 33% in 2006. This has allowed for more money to be spent on ‘on the job training’ (15%), online self study (26%) and learning by collaborating (13%). So, as an industry, we are definitely moving in the right direction.
Now it’s time for L&D professionals, such as yourself, to start donning the hat of ‘connectors’ rather than creators. This means that you will need to act as organizational middlemen, who connect those who ‘know’ with those who need that information. This could be through peer learning, social networks or professional groups.
And modern e-learning platforms need to adapt to enable the creation and curation of custom learning content, on-demand microlearning, and social learning. Since this content will be made easy to find (via indexing and intelligent recommendations) and consume, it will surely improve employee learning experience.
To achieve all of this though, you need something that is more powerful than a learning management system (LMS). That’s where the employee-centric learning experience platform (LXP) comes in to play. It will offer features of content management, knowledge management, and learning systems; all under one roof.
LXPs, such as Pathgather, Degreed will also need to collect employee learning data to arrange unique learning paths for each of them. And how precisely you can structure these learning paths are will determine the future of training.
Such usage analytics will be the key to making learning in the flow of work an indispensable feature of training in the years to come.
For continuous learning on the digital adoption journey, choose the context-aware, analytics-driven and personalized microlearning platform Whatfix. Click here for a free trial of this tool to see how it helps your employees use enterprise software in the best possible way. We are also happy to offer a quick demo to understand the many reasons why Fortune 500 companies trust Whatfix.