As the pace of change in the workplace accelerates and training budgets are challenged, it becomes essential for employees to learn as they go along. In this connected world, new ways of learning are emerging all of the time, whether the learning is planned, unexpected or self-directed. For those responsible for learning and development in organizations, understanding how this kind of informal learning can be utilised and measured is key to providing efficient and cost-effective ways of delivering on organizational objectives around people development. Informal Learning in Organizations offers practical tools, including checklists and action plan questions, to guide the Learning and Development practitioner in how to design and implement an informal learning strategy that is personalised to the needs of their own organization. It combines the latest thinking on new technology and practices with established theory and research to provide an evidence-based review of informal learning and its true impact. It offers an overview of how and why informal learning resonates with people, how it works and when and why it doesn't. This book will assist the reader in making sense of their connected environments to create a continuous learning culture in their organizations.
Understand when, how and why informal learning works so you can plan and deliver new learning initiatives for your organisation that have measurable results.
Section - ONE: Making sense of informal learning at workSection - 01: What is informal learning?Section - 02: A model of informal learningSection - 03: The capability contractSection - 04: Formal training and the budget paradoxSection - 05: Informal doesn't mean unmanagedSection - 06: Informal learning and cultureSection - TWO: Liking ain't learning: the rise of social and the impact of technologySection - 07: Liking, learning and looking up the answersSection - 08: Is there hope beyond the social media hype?Section - 09: Smarter social tools?Section - 10: Social networking skills for learning and collaborationSection - 11: Learning from academia: MOOCs and the flipped classroomSection - THREE: Learning as you work, working as you learnSection - 12: Integrating learning into workSection - 13: Measuring and evaluatingSection - 14: The informal learning action plan
"Although I have some 40 years' experience of learning and development, I continue to learn a great deal from Robin Hoyle. He has that unique gift for explaining things in a way that we can understand and relate to. I especially admire his forthright 'tell it like it is' approach." * Colin Steed FLPI, Chief Executive, Learning and Performance Institute *"Robin breaks down the myths and jargon that annoyingly frequent the L&D profession into highly readable sections balanced with humour and candour. Never short of an opinion, at times controversial, Robin conveys a genuine and authentic view of the way we learn in the 21st century workplace." * Jonathan Satchell, Chief Executive, Learning Technologies Group plc *"Never dull, this is essential reading for anyone concerned with improving the capability of modern organizations. It is a well-researched work of reference and a good read - an uncommon combination." * Professor Lord Patel of Bradford OBE, Chairman, Bradford Teaching Hospitals NHS Foundation Trust *"Whilst informal learning cannot be 'managed' in the traditional sense, in the context of today's fast changing workplaces, it needs to be actively encouraged, facilitated and supported by today's learning professionals. Robin Hoyle's practical advice shows you how!" * Laura Overton, Founder, Towards Maturity *"Thank you, Robin, for attempting to herd the informal learning cats and provide us with some ways to re-shape our future as learning professionals." * Clive Shepherd, Founding Director, The More Than Blended Learning Company *"This is an excellent read for those wanting to develop an informal learning culture in their organisation, plenty of detail and references for those wanting to explore even further and a useful overview for those reflecting on their current learning culture." * Kate Brookes, Chartered Management Institute book reviewer *
Makes use of private and public sector case studies to illustrate how learning can be integrated into work Includes a chapter dedicated to developing an informal learning action plan Provides check-lists and questions to steer the reader towards developing a personalized strategy for their organization Enables practitioners to measure the impact of informal learning, evaluate which initiatives will increase corporate capability, and establish ROI Introduces a cost-effective way of delivering on organizational people development responsibilities
Kogan Page Ltd
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