One of the most prevalent myths about workplace learning is that workers don’t have time for it. According to a webinar poll that Chief Learning Officer conducted with Degreed in 2016, even though most CLOs are conscientious about attempting to connect with their staff, only 20 percent are able to make this happen even at the bare minimum of once a week.

The excuse of not having enough time is just not valid, states Todd Tauber in the November/December 2016 issue of CLOmedia.com. “People will make time to learn—if it fuels their careers or enriches their lives.”[1] Tauber encourages CLOs to help their staff evolve, grow and stay marketable.

In the Degreed survey, many respondents claimed they would find more time if it linked to credit or recognition. The survey pointed to the fact that staff would have no problem investing more time in workplace learning if it could help them advance their careers or be more adept at their jobs.

A CLOs’ learning process also contributes to the myth of not having enough time. Tauber encourages CLOs to be creative and offer their employees more than just training procedures. Instead of merely telling them what to learn, he suggests providing them with resources and tools that demonstrate problem-solving in live settings that will support their jobs and help with career enhancement.

The second myth that traditional learning methods, e.g., classroom and online courses are obsolete, is far from true, according to Tauber. Even though Internet browsing and what’s often called “bite-size learning”—online search, blogs, and videos—is probably the most popular method for quickly grasping small amounts of information, approximately 70 percent of the survey participants reported that at least once a year they take employers’ live, virtual or e-learning courses. Supplemental learning often occurs even more frequently. To stay current in their field, full-fledged refresher courses for most employees are a basic requirement.

Learning is a critically important part of any culture that understands the meaning of kaizen or constant improvement. A lean learning enterprise integrates refresher courses and on-site learning programs with scheduled implementation of Kaizen Workshops and L-3 Learning Laboratories.

“To build a culture of learning, learning leaders have to provide it all: business-led  training and self-service learning, formal and informal, job specific training and career development, courses and resources,” says Tauber.[2]

 

 

[1] Tauber, Todd. “3 Myths About Workplace Learning,” CLOmedia.com, November/December 1916.

[2] Ibid.