2. Supporting and valuing a culture of learning
in the workplace is important as ongoing
learning is needed to survive in a time of
increasing competition and ensures constant
workplace redevelopment in order to keep up
with the ‘times’.
3.
4.
5. 1. Arouse Curiosity.
Allow time for questions and answers; giving
people a chance to develop an understanding and
commitment to the topic.
2. Build self-confidence
3. Involve people in their own learning
experience.
4. Make Room For the ‘New’: encouraging people
to think of new ideas and fresh takes/angles on a
topic.
6.
7.
8.
9. Beingover-challenged or
under-challenged
The quantity and quality of
informal learning
conflict
resolution and
addressing bad relationships
Support and feedback.
Editor's Notes
The Australian National Training Authority. (2003). What makes for good workplace training? Retrieved from:www.ncver.edu.au/popups/limit_download.php?file=research/coreOpen communication styles: allowing people the chance to share ideas and network more efficiently with each other.Innovative systems/structures: implementation of training systems and structures into the workplaceThe role of workplace trainers: encouraging learning and bringing in outside information and knowledgeInformal learning usageFostering generic skills: for example, communication, teamwork, problemsolving, IT...
The Australian National Training Authority. (2003). What makes for good workplace training? Retrieved from:www.ncver.edu.au/popups/limit_download.php?file=research/core
Roesler, S. (2009). Four ways to help people learn. Retrieved from: http://www.allthingsworkplace.com/2009/08/four-ways-to-help-people-learn.htmlTaken from the SteveRoesler website, who is a motivational speaker and his company is a platform for individual/corporate growth services.
Eraut, M. (2009). Useful knowledge about how and what people learn while they are working . Retrieved from: http://surreylifewideawardsite.pbworks.com/f/HOW+PROFESSIONALS+LEARN+THROUGH+WORK.pdfEraut’s model highlights the individual at the centre and the most important factor in workplace learning; their capacity for learning and skills set - which they can then bring into the team level and which then together connects into the organisation level > for the greater good for the company.
Eraut, M. (2009). Useful knowledge about how and what people learn while they are working . Retrieved from: http://surreylifewideawardsite.pbworks.com/f/HOW+PROFESSIONALS+LEARN+THROUGH+WORK.pdfConfidence is situated at the centre of the model – as it is an important factor in ensuring people in the workplace are proactive and productive. Confidence only occurs where employees feel safe and welcomed into an environment whereby their thoughts and opinions are valued and they can consider themselves valued as smart, intelligent people.
Eraut, M. (2009). Useful knowledge about how and what people learn while they are working . Retrieved from: http://surreylifewideawardsite.pbworks.com/f/HOW+PROFESSIONALS+LEARN+THROUGH+WORK.pdfParticipation in group processes: basically team-working.Working alongside others: allows people to observe and listen to others at work and to participate in activities; and therefore learn some new practices and new perspectives. Consultations:basically to get advice. Tackling challenging tasks and roles requires on-the job learning and, if successful, leads to increased motivation and confidence. Trying things out :to learn from the experience.Asking questions and getting information : important, proactive activities, but can only be facilitated whereby workers feel confident and supported in their positions and in their ideas
Eraut, M. (2009). Useful knowledge about how and what people learn while they are working . Retrieved from: http://surreylifewideawardsite.pbworks.com/f/HOW+PROFESSIONALS+LEARN+THROUGH+WORK.pdfBeing over-challenged or under-challenged is bad for learning and morale – finding an appropriate level of challenge is important for developing confidence and making good progress. The quantity and quality of informal learning can be enhanced by increasing opportunities for workers to consult with and work alongside others in teams or temporary groups. They may need skills in conflict resolution and addressing bad relationships that threaten the group climate and/or achievement, and to consult others for a second opinion or mediation if they themselves are directly involved.Support and feedback are critically important for learning, retention and commitment. Upsetting feedback, anxiety about one’s status or performance, client behaviour, relationships or events outside the workplace can all influence the emotional dimension of a person’s working life; and this may require ongoing attention for a period. The manager needs to signal their awareness and to check that their workers are receiving appropriate support
