EFMD Global Focus special issue: Workplace Learning - New thinking and practice

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wplcoverIn recent years there has been increasing interest and focus on the application of informal and workplace learning. Organisations are exploring new approaches for employee development that are not tied to the formal structured methods around the classes, courses and curricula model. In part this interest has been driven by economic considerations. Pressures to lower training costs and reduce budgets for travel have been a major factor. But the focus on workplace learning is also being driven by the realisation that the majority of adult learning occurs not through formal learning but through experience, practice, conversations and reflection in the workplace. People learn mainly through doing rather than through knowing. Added to this there is an emerging appreciation of the important role that context plays in any learning.

The increased interest in workplace learning has not been aimed at simply replacing formal methods (although this is often the result), but at better exploiting the limited time and budgets available to organisations so they can realise increased performance improvement, greater employee development opportunities and improved flexibility in the provision of learning opportunities to the workforce. People learn most of what they need to know and do to perform well in their jobs through experience, not through off-the-job classroom-based learning. Evidence and research output increasingly supports this. The recent interest in workplace learning has followed the publication of research and survey data over the past 10 years that indicates workplace and informal1 learning offer an effective and efficient set of solutions to better improve workplace performance.

This Special Edition of Global Focus is an output from the EFMD Workplace Learning Special Interest Group. The contributed articles have been written by participating members of the group and by industry experts who are contributing to workplace learning thinking and practice. Contents include -

  • The Rise of Workplace Learning
  • Learning in the 21st Century Workplace
  • Workplace Learning and Development and Knowledge Maturity in Organisations
  • Workplace Learning and how managers learn: lessons for learning professionals
  • The Business Value of Structured Workplace Learning
  • The Importance of Affective Context: Push to Pull Learning
  • Micro-blogging can help build your organisational culture
  • Integrating Social Media, Workplace Learning, and eLearning for Development of Soft Skills
  • The Toyota OJD case: From classroom training to workplace learning
The special issue is available online or in PDF format.

The next EFMD Special Interest Group will focus on  “Management Development 2.0” -­ Applicable, innovative, and high-­‐impact solutions for Management & Leadership Development. If you would like to be involved please contact Shanshan Ge - shanshan.ge@efmd.org



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