Learning on the job

As a sign of how serious many people take the philosophy of “learning on the job,” in the UK there is a National Learning at Work Day (In 2006 it will be held on Thursday 25 May).

The ‘Day’ is an annual awareness campaign promoting and supporting workplace learning. Organisers aim to attract people and organisations into workplace learning who might not otherwise get involved and to create further learning opportunities.

There are numerous forms of on the job learning including specialised training, coaching or mentoring, apprenticeships, professional development, job shadowing and internships, to name just a few.

The thinking behind on the job learning is that people tend to learn best when they are actively involved in the process. Researchers report that, regardless of the subject matter, students working in small groups tend to learn more of what is taught and retain it longer than when the same content is presented in other instructional formats. In work places, people who work in collaborative groups usually appear more satisfied with their learning experiences.

A version of on the job learning that can work brilliantly in many situations (but definitely not in all) is coaching. Of course, coaching has always been part of the workplace, but over the last ten years the benefits of it have become far more clearly identified.

Coaching is an ongoing process whereby people who supervise others, guide or facilitate the continuous improvement of an employee's performance.

Good coaching requires establishing a positive working relationship with employees.  It includes timely provision of constructive feedback, meaningful recognition, support for learning and development and assisting the employee with self-awareness and self-evaluation.

For the supervisor who wants to be effective as a coach, it is essential to:

• Maintain regular communication with employees about work progress;
• Provide challenging assignments and opportunities designed to develop skills;
• Take the time to build a personal relationship with people;
• Develop staff members as individuals  - know where they are at, their potential, and the next steps; and
• Provide timely recognition for successes and get to understand what kind of recognition each employee values.

In many workplaces, offering on the job training in the employee’s native language is important.

Employers who offer job training to employees in their native language can expect various types of paybacks. Chief among them is the greater understanding of aspects of their jobs that the workers learn. There can also be improved compliance with workplace laws and regulations which may well shield the employer against possible litigation down track.

For example, instructions about workplace sexual harassment, if communicated in the employees' native tongue, can certainly ensure compliance and avoid potential lawsuits. This area of workplace regulation is probably very different in Australia from what migrants may have experienced overseas and therefore it is all the more important that the instructions are understood.

Of course, on the job training in a person’s own language can have measurable productivity gains.

Traditional methods of coaching normally require that people work in close proximity. But today there are countless people who work either on their own or where no suitable coach is available.

In such cases, the internet can work well. It is often a preferred option. Internet learning is certainly attractive to many people who just cannot afford the time or budget to get to a central location for learning.