The Training Series: Developing a Learning Organization
At SGEi, we specialize in creating cultures that foster learning and development. We deliver training experiences to establish a learning organization for each of our clients. When considering various training models, SGEi believes the 60/20/20 model is the best guideline for organizations to create a foundation of learning. Learning and development programs should consist of 60% job-related experience, 20% interaction with others, and 20% formal classroom events.
Today, a growing number of learning events occur during the actual work. It is important to reflect how people learn best when designing and facilitating these learning experiences. As SGEi breaks away from the traditional classroom PowerPoint presentation, we are realizing the value our learners bring to the table. We do not simply talk at participants; we involve them. There are life experiences, skills, beliefs, and knowledge to be shared that modern training must create a space for today.
Experiential Learning: 60/20/20
Edgar Dale’s Cone of Learning explains after two weeks of a learning event, learners will most likely remember 10% of what they read (passive learning), 20% of what they heard (passive learning), 30% of what they saw (passive learning), 50% of what they saw and heard (passive learning), 70% of what they said (active learning), and 90% of what they did (experiential learning).
Our training modules emphasize experiential learning in order to ensure participants are engaged with the material presented. Experiential learning includes analyzing theoretical concepts, observing and participating in live operations, and reflecting on the learning experiences. Experiential learning allows learners to try new concepts and processes through supervised coaching in a structured setting.
Our classroom training and e-Learning consists of case studies, role plays, and small group work which helps when reinforcing learning points and practicing the skills emphasized in the training. SGEi also utilizes games and simulations to provide a variety of methods to present and review the training material.
In alignment with Malcolm Knowles’ adult learning theory, SGEi believes that all participants in our training are self-directed learners who are oriented toward personal and professional goals, value mutual respect, and bring life skills and experience to the shared learning
60% of Training: On-the-job Experience
Benefits of on-the-job training include learning in the moment and learning the skills one will actually put to use in the workplace. On-the-job experiences allow individuals to discover the material for themselves and to come up with the solutions. In 2014, SGEi conducted over 25,000 hours of on-the-job learning with 85% occurring via iPads for one of our luxury automotive-industry clients.
SGEi’s focus regarding on-the-job learning experiences can be summarized with the acronym CODE backwards. Explain the behavior you expect to see. Demonstrate the behavior. Observe your team practice the behavior. Coach and give feedback to praise or correct behaviors.
20% of Training: Classroom and e-Learning
SGEi utilizes classroom training to inspire and motivate in order to kick-off a new learning experience. We provide a space for learning, creativity, and interaction such as new hire orientation, values workshops, or leadership training. We offer classroom material in multiple ways, because we recognize that all learners are different and benefit from a variety of training resources.
Today, learning and development trends are predicting increased usage of blended learning programs incorporating online learning modules and online videos. E-Learning provides autonomy for when and where an individual can participate in training and makes self-directed learning possible across multiple locations.
The Sales Readiness Group found that most learners will forget 80% of the training material within 90-120 days after delivery of the training, unless there is a strong reinforcement program in place. E-Learning can serve the role for reinforcement or refresher courses in live operations and provide a place to reflect on learning objectives from formal classroom training. An important note for all companies interested in developing their service cultures, Bersin & Associates found that e-Learning results in 34% better response to customer needs and 26% greater ability to deliver “quality products” and services.
The Brandon Hall Group 2014 Learning and Development Benchmarking Study found that organizations are responding to the expansion of the preference for technology. With this consideration, SGEi gives weight to increasing e-Learning opportunities in order to personalize just-for-me learning methods. By 2015, Brandon Hall Group reported the delivery methods most cited for use were online learning modules (65.2% of organizations), social collaboration and learning tools (50.6%), online performance support (49.8%), online videos (49.8%), and coaching or mentoring (48.8%).
The Other 20% of Training: Feedback and Coaching
To reinforce any classroom or e-learning training, mangers must be actively involved in a coaching role. Simply put, coaching is an important aspect of leadership. Not only does coaching have a positive impact on learning, but it also helps in the development of leadership throughout the organization. This is one of the reasons we provide training on coaching to managers and supervisors at the beginning of many of our programs to ensure feedback is being provided consistently, concisely, and effectively. We also encourage all managers to play an active role in any associate learning experience in order to increase knowledge and promote organizational change. We provide associates with learning journals to capture thoughts and developmental needs that can be shared and reviewed with their manager or coach after any training has been delivered. Training is just the catalyst with coaching from front line managers and supervisors in the operation to create the real long-term learning opportunity.
Develop a Learning Organization
With younger generations and independent workers entering the workforce, we encourage companies to rethink their approach to developing learning organizations and begin prioritizing the “individual.”
eLearningindustry.com reported that 25% of employees leave their jobs because there aren’t enough training or development opportunities. Does your company fall into this statistic? When considering the needs of today’s learning organization, reflect on where your company’s future is headed- stuck in a limbo of PowerPoint presentations or recognizing and meeting the needs of the creative and innovative knowledge economy.