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Informal Learning at Work: How to Boost Performance in Tough Times
How to build Informal Learning into your learning strategyDiscover how the role of anybody involved with workplace learning, enhancing capability and improving performance MUST change to successfully manage the critical shift in the way organizations need to cater to the learning needs of their employees.
Despite millions spent on training, surveys show that the majority of workers are disengaged and delivering far less than they are capable of. Deliberately harnessing the power of informal learning is the new way to tangibly improve worker capability and performance, right at the point of work.
This book shows you how, using practical advice from workplace learning experts, and examples and case studies from around the world. It establishes the relationship between informal learning and employee engagement, knowledge management, organisational development, performance support and competence.
It is clear that the role of Learning and Development is changing. This is both a challenge and an opportunity for L&D practitioners. The opportunity is yours for the taking!
Contents
Chapter 1 - Survive and thrive with informal learning Chapter 2 - The agile learning organisation Chapter 3 - What is informal learning?Chapter 4 - Informal learning in practiceChapter 5 - The new L&D roleChapter 6 - Practical things for you to doChapter 7 - More tools and ideas you can useChapter 8 - Managing your learnscapeChapter 9 - Obstacles you may faceChapter 10 - Getting managers more involvedChapter 11 - Evaluating informal learningConclusionReferencesIndex
Despite millions spent on training, surveys show that the majority of workers are disengaged and delivering far less than they are capable of. Deliberately harnessing the power of informal learning is the new way to tangibly improve worker capability and performance, right at the point of work.
This book shows you how, using practical advice from workplace learning experts, and examples and case studies from around the world. It establishes the relationship between informal learning and employee engagement, knowledge management, organisational development, performance support and competence.
It is clear that the role of Learning and Development is changing. This is both a challenge and an opportunity for L&D practitioners. The opportunity is yours for the taking!
Contents
Chapter 1 - Survive and thrive with informal learning Chapter 2 - The agile learning organisation Chapter 3 - What is informal learning?Chapter 4 - Informal learning in practiceChapter 5 - The new L&D roleChapter 6 - Practical things for you to doChapter 7 - More tools and ideas you can useChapter 8 - Managing your learnscapeChapter 9 - Obstacles you may faceChapter 10 - Getting managers more involvedChapter 11 - Evaluating informal learningConclusionReferencesIndex
- GenresBusiness
260 pages, Kindle Edition
First published January 1, 2013
15 people are currently reading
32 people want to read
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Displaying 1 - 2 of 2 reviews
January 26, 2020
A useful and insightful book
This is a useful and insightful book on this topic. A great place to start for anyone interested in starting a career in L&D. Lots of things to take away and add to your professional practice. Well worth reading
This is a useful and insightful book on this topic. A great place to start for anyone interested in starting a career in L&D. Lots of things to take away and add to your professional practice. Well worth reading
October 9, 2016
This review will be on a topic that is near and dear to my heart — informal learning. I just finished Paul Matthews' book, Informal Learning at Work: How to Boost Performance in Tough Times
*. As the title indicates, Matthews is looking at informal learning from the perspective of the workplace. During tough economical times, learning and development (L&D) departments are usually the first to take a budget cut; yet, employees still need to develop and learn in order to help the company flourish. Very often employees take it upon themselves to learn when and however they can. As Matthews points out from his research, employees are learning how to do their job informally — 70-80 percent of the time. What Matthews does in his book is provide guidance for supervisors, leaders, and organizations to help this continuous learning effort. Read more
*. As the title indicates, Matthews is looking at informal learning from the perspective of the workplace. During tough economical times, learning and development (L&D) departments are usually the first to take a budget cut; yet, employees still need to develop and learn in order to help the company flourish. Very often employees take it upon themselves to learn when and however they can. As Matthews points out from his research, employees are learning how to do their job informally — 70-80 percent of the time. What Matthews does in his book is provide guidance for supervisors, leaders, and organizations to help this continuous learning effort. Read moreDisplaying 1 - 2 of 2 reviews