The document proposes a new model of organizational learning and development called "Social Networked Learning and Development". In this model, learning occurs both through a central L&D function and organically across the organization as employees refer podcasts and other content to each other. An example is given of an employee listening to a podcast about decision making and then referring it to a coworker facing similar issues. The vision is to create an internal social network where employees can access content, view each other's profiles and expertise, and eventually create their own podcasts. This transforms L&D roles and allows a self-directed, self-serve approach driven by employees.

1. Social Networked Learning and Development®
A New Idea for Organizational Learning and Development
Gregory A. Ketchum, Ph.D., April 7, 2009
The field of organizational learning and development is rapidly changing and on the verge
of a revolution in how learning and development takes place inside organizations. We
believe that we are at the leading edge of that revolution and are pioneering an entirely
new concept of enterprise learning with our Coach-on-Demands Series Podcasts® that we
call...
Social Networked Learning and Development®.
In the new model, learning and development is not only being directed from a central
L&D function, it also happens organically across the organization on a peer-to-peer
referral basis. Success of this model depends on having compelling, actionable self-service
content available, like our podcasts, which are...
-short, easy to access, and portable
-based on real workplace situations rather than academic formulations
-innovative, relevant, informative
-entertaining
-speaking in the language and voice of the workplace
-memorable and actionable
Let me give you an example. Let’s say that Mary, an up and coming executive, has just
completed a 360˚ assessment and been assigned a dozen podcasts to listen to that line up
with the leadership competencies she needs to develop. One of our podcasts she listens to
is...
Gosh, I Used to Decide Everything.
How Your Decision Making Style Needs to Change as You Move Up.®
She likes the podcast, and feels that she learned a lot that she can immediately apply at
work. She also knows that John, a coworker, is struggling with a similar issue. Mary then
makes a referral of that podcast to John, who listens to it, likes it and refers it on to Kaitlin,
who then follows suit. In this way, the people who are closest to the challenges and
problem situations have the tools -- i.e., our podcasts or other self-service L&D content --
available to address their most pressing workplace issues immediately, without the
intervention of a central L&D function.
Taking Social Networking a Step Further
Finally, my vision includes the podcasts being the quot;honeyquot; that would draw employees into
an internal social networking site much like an internal Facebook that would enable staff
to build their own profile to include information on...
-their job function and projects they're working on
-work issues/topics they're passionate about
-their expertise
-the resources they need and/or have to share

2. Social Networked Learning and Development®
A New Idea for Organizational Learning and Development
Gregory A. Ketchum, Ph.D., April 7, 2009
-the podcasts they've listened to, rated and referred
-any other self-service L&D material they've found to be valuable.
In this way the value of any piece of L&D content is established by the quot;user community,quot;
making it easier for L&D professionals to know where to put their resource dollars on
content. Eventually employees would be able to create their own podcasts. We have now
created a true learning organization and have taken a giant step towards real knowledge
management and knocking down silos (which can only exist in the absence of the free
flow of information across the organization).
The Changing Role of the Leadership and Development Function
This approach offers the potential for a transformation of the basic functions of L&D to
those of helping employees determine their development needs, and then directing them
to excellent self-service content, made available in an a la carte menu for self
development.
This is the next giant leap in enterprise learning and development and it's self-directed and
driven by the employee community. My thinking on this has been influenced by the
concepts of emergence, the wisdom of crowds, knowledge management, and social
networking. With the entire world moving to a self-serve model due to the availability of
information and services on the internet not only is it just a matter of time before all
enterprise L&D works the same way, but today's employees also expect it.