Education/training
Maximizing learning on the jobOngoing learning is more important than ever for today's executives and companies to stay ahead. But staying abreast of change and pursuing professional development is increasingly hard to do in an age where we have more work to do, and seemingly less time to do it. SHARON ASCHAIEK |
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 [ 2006-03-29 ] |
Schulich School of Business, New Mindsets
However, with the right technology and approaches, integrating work and learning is entirely possible, says Gareth Morgan, research professor at York University's Schulich School of Business and chairman of NewMindsets Inc.
"As organizational activities and production get shifted to places such as India and China, progressive companies are looking to the future and realizing that learning and innovating to create or add more value is only way to stay in business and have a presence in Western countries," Morgan says.
A prominent keynote speaker on management education and author of seven books on the subject, Morgan has consulted with dozens of leading organizations throughout Europe and North America. Six years ago he developed NewMindsets (www.newmindsets.com), a system of sophisticated, cost- and time-effective online learning solutions focusing on leadership and management development.
Unlike traditional online learning, which is often little more than a collection of course notes posted online, Morgan's system features second-generation e-learning that puts the learner in charge of their education, and lets them develop practical skills and competencies relevant to their daily work. For example, if an employee is promoted and needs to quickly enhance her team management skills, she could tap into online learning materials specifically targeted to that subject.
"We offer just-in-time learning resources that allow the manager to go online, target effective teamwork and work through a worksheet. They can then apply everything they're learning to their team," Morgan says.
Another main component of Morgan's system is peer partnerships, which helps executives develop ongoing, mutually beneficial learning relationships with co-workers to learn new concepts together and put them into practice.
"These peer relationships can be hugely powerful in supporting people's ability to learn what's required and integrate it into work practice," he says. "It's like when you go to the gym with a buddy -- you're more likely to follow through on what you're targeting."
Mentoring is also made more effective with the NewMindsets system. Mentees can go online and review information specific about a skill they want to develop, and then discuss the content with their mentor, allowing for more productive and time-effective meetings.
The system also provides managers strategies for seeding these learning styles across their organization, and conducting group projects that promote team building and innovation as practical ways to promote learning.
A key highlight of the system is that it doesn't require employees to take off hours or days to complete online tutorials -- a format that costs companies in decreased manpower and does little to promote real learning. Instead, users can access powerful learning opportunities, some as short as five to 10 minutes, throughout their day, as needed.
"If you're not integrating work and learning, you won't be able to keep pace with today's business challenges, and you won't be around for long," he says. "This system shows that it doesn't have to be an act of faith, that you really can create effective continuous learning opportunities in the workplace."
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