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explain informal learning and its importance
employee retention methods literature review
employee retention methods literature review
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Formal and Informal Learning environments for employees
Structured and programmed training venues are designed to equip the employee, supervisor, and manager with the knowledge, skills, and abilities needed to startup, maintain, and improve services and products provided to general public on a global scale. Formal training is generally the focus of most organizations when discussing the return on investment in the form of revenue generation or in the case of governments, efficiency in utilizing citizens taxes in a responsible manner.
However, are formal training programs the vehicle by which the majority of employees and management alike acquire the bulk of knowledge needed to strive, survive, or prosper within the organizational structure, or is informal training taking the lead? Employees of today’s companies and agencies must recognize that they are in a dynamic environment that requires continuous adaptation, and in order for employees to meet their mission requirements they must hone their skills. While building their skills and knowledge base employees must understand the best way to maximize their capabilities needed to adequately address company’s future need by remaining current and engaging in the latest training via formal or informal training methods. This research project will review a study that was conducted to assist companies and agencies in ensuring their employees receive training in the format that best suits their ability to learn new information and techniques that will assist them in achieving their mission.
Through numerous conversations with leading Human Resource and learning leaders Josh Bersin (2009) concluded that companies must “formally adopt” informal learning in order to build high-impact,...
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Ellinger, D. (2004). The concept of self-directed learning and its implication of human resource
Development. Advances in developing human resources 6 (2), 158-177. Retrieved from
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Ferrell, O.C., Fraedrich J., & Ferrell L. (2008). Business ethics (7th ed.).
New York: Houghton Mifflin Company.
Stockley, D. (“n.d.). People are still the most important asset: Are managers mean?
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Stockley, D. (“n.d.). Achieving lasting and positive change: Derek Stockley. Retrieved from
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Stockley, D. (“n.d.). The role of informal learning in employee and organization development.
Retrieved from http://derekstockley.com.au/articles/informal-learning.html
According to Molander (1989), during the early to mid-1990s, training was not generally seen as a crucial element in a company’s corporate strategy, except possibly for management training. However, recent evidence seems to show that formal training activities have risen in the last few years, with this increase being as a result of heightened competition, provision of new services or improvement of existing ones, changes in product design, and changes in manufacturing processes (Molander 1989).
The difference between high performing companies and all other organizations is the degree to which training is integrated into company culture and strategy. Despite less time was given for formal training, the employees were benefiting more. This is due to the environment of continuous learning in which nontraditional training opportunities were offered and encouraged. Another important factor is linking strategy and training. Training is considered an investment for the organization because it is potentially a company’s most critical asset.
For a brief second, put yourself into the mind-set of an employer and think about the day-to-day running of a business. It won’t be long before you realise that training current employees and increasing their knowledge is a great way to improve business operations. Even though many will argue that the drawbacks of expense and time away from work take away from the benefits of job training, the pros tend to outweigh the cons to make job training a viable expenditure.
Formal learning is a recognized process of study reworded with certificate or a form of special recognition by specific institution. Formal learning is based in the classroom, usually the institution sponsors this type of learning and it has structured forms.
When we think of zoos many people think of a fun place where you go to look at exotic animals with friends or family. Although, this is true, there is much more to zoos then the average person might believe. If one explores further and thinks harder about what a zoo really is, one might come to conclusion that it is in fact an informal learning space. Informal learning spaces are places where people gather other than the regular classroom setting to learn.(Siebert-Evenstone,2016) One of the main focuses of informal learning spaces is that they encourage learning by doings, which is unlike the formal way of learning. Informal learning further differs from formal learning because it is often unstructured and unintentional. (Siebert-Evenstone,2016)
This part of the paper we are going to talk about training, and the different types of training. First is the definition of training, “Training can be defined as a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.” (Pg. 161) When you hear the term training what do you think of? Maybe you’re thinking about a manager and a new employee learning the ropes of the business; and you are right, but there are many different types of training. The types that our group is going to talk about are: lecture, orientation, and, stimulation.
Amongst reading the materials about the learning theories, I came to the conclusion that the three most important learning experiences in my life were: experiential learning, which is the “process of learning through experience, and is more specifically defined as learning through reflection on doing" (Patrick, 2011, p. 1003), workplace learning which “helps employees to increase their skills and become stronger performers in their company”, and Informal learning which is the unofficial, unscheduled and/or impromptu way, most of us learn to do our jobs. Informal learning “is like riding a bicycle: the rider chooses the destination and the route. The cyclist can take a detour at a moment 's notice to admire the scenery or help a fellow rider” (Cross, 2014). Many people in a company contribute to the availability of workplace learning, “including professional trainers, organizational development specialists, human resource personnel and managers” (Bianca, 2015). Everything that I learned and experienced with each of these learning theories have influenced my life differently.
Training methods can be accomplished by performing a few fun knowledge quizzes (pretests and posttests); implement a survey to identify training needs or customize a training need in order to develop an individual’s desire for further responsibility, promotion, or even cross-training to cover positions when necessary. Training would then actively commence with the employee through a process of one-on-one coaching, modeling techniques, feedback, and assessing method with the motivation and desire to learn emulated by the employee. It is also important to hire the right people, who are motivated, passionate, and desire to be the best that they can be at their jobs.
Training occurs widely gabs among employees ,it is depend on the education level in each individuals .some individuals see the training programmed is difficult or complex, others see the same programmed is a primitive or boring, that’s making the training program loses important from the beginning .
How will the training and development programs move the employees closer to the organisation’s goal?
Training opportunities to advance an employee’s career and develop new skills can give an employee encouragement. Training should be in areas that they want to pursue, as it will be more appealing so they will be more ambitious to learn. After training is completed, the more experienced employees can be enlisted to help train other employees and provide them with their new knowledge. This can influence them to be more productive and feel more like an essential part of the company.
Dissimilar organizations deliver diverse kind of training approaches, but it is imperative that organization must comprehend that which training will produce the outcomes which are grounded on the aims and goalmouths of the organization. Krickpatrick proposed the standards for operative training program recognized on employees’ satisfaction with training, information acquire from training, dissimilar actions of employees on the job and better-quality organization presentation. In utmost of the organization, training is the technique of job satisfaction, actual training benefits in growing job satisfaction, customer satisfaction and lessens worker turnover intents. A research endorsed that there is a optimistic relationship between training and job satisfaction and mainly employees who contribute in training programs are more pleased and satisfied than those employees who did not get
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
The learning in the workplace can took place by formal learning, informal learning, and incidental learning. Formal learning is associated with organised training and development programmes (Manuti, et al., 2015). Informal learning is the natural learning process in everyday experience, which is spontaneous, flexible, and not supported directly by the organisation (Kyndt, et al., 2016). Incidental learning, on the on other hand, is the by-product of the learning process - through one’s experience and environment – which was not intended (Marsick & Watkins,
O’Donnell, D., & Garavan, T. N. (1997). Viewpoint: linking training policy and practice to organizational goals. Journal of European Industrial Training, 21, 301-309.