Informal learning interview with e-Learning America Latina

e-Learning America Latina:

1. Certain disorientation usually exists in the training managers, because habitually understands that the informal learning is equal to not planned training or not deliberate training. We usually takes as something that “it happens” in the organization, beyond the control of the formation departments. Do you believe that we can give some premeditation to the informal learning and to plan it in such a way that is not liberated at random? Which is the role that should assume the formation departments so that this happens?
Jay:

The increasing complexity of knowledge work and ever-faster pace of change make most old-style training obsolete or impractical. The real issue here is the best role for training departments in the future. To help improve organizational performance, training departments need to take responsibility for learning, not just training.
e-Learning America Latina:

> 2. I know that this is tricky question… But if you had to recommend not more than three or four concrete actions to a formation department that allows its members to foment the informal learning and give some premeditation aligned with the objectives of the company, which would they be?
Jay:

1. Select two or three projects that would have called for a training solution and recommend an informal solution as an alternative. Compare the old way and the new. Present a cost-benefit analysis to management. Earn the respect to enlarge training’s mandate. Demonstrate that the training department can do more than run classes.

2. Become familiar with web technology, for that often makes informal learning much easier to implement. I now offer “Unworkshops” online to get people started using web technology to support informal learning. Create a few prototype applications to sell the concept of self-service learning. You can create a working model of most web applications with free or very low cost software.

3. Pick a few company objectives that might best be met with blogs/RSS, communities of practice, visualization, documentation via wikis, team learning, or other informal learning techniques. Sell these solutions, not informal learning. No one wants to buy informal learning — what they want is better performance, readiness to deal with the future, happier customers, lower costs, and other business measures of success.
e-Learning America Latina:

3. Generally, is considered that among the 80 and 90% of the learning that happens in a company is informal, but the reality is that it is not measured. How can an organization explain the benefits of “to give intention” to a learning that today is not measured? How could we explain the benefits to a board of directors that looks numbers and return rates primarily?
Jay:

I would explain to the board that leaving informal learning to chance is leaving money on the table. The informal learning is going on now, but we can help people become better at it. Informal learning is a profit strategy. I would lead with a few informal ways for the company to meet its current objectives. Then I might mention some of the examples I’ve found while researching my forthcoming book on informal learning:
� Improve knowledge worker productivity 20% - 30%

� Increase sales by Google-izing product knowledge

� Generate fresh ideas and increase innovation

� Transform an organization from near-bankruptcy to record profits

� Reduce stress, absenteeism, and healthcare costs

� Invest development resources where they will have the most impact

� Increase professionalism and professional growth

� Cut costs and improve responsiveness with self-service learning