Self-service learning and the role of manager as coach

Last week I blogged about what’s required organisationally for self-service learning to become part of a deliberate learning strategy.

Today I’d like to explore a little more about the role of manager. Now, from the onset Id like to say that a learning strategy should include both the promotion of learning self-service and manager as coach. These 2 approaches are not mutually exclusive (nor are they the only approaches to work towards in organisational learning). Both are dependent upon staff learning preferences and organisational culture and climate.

Years ago when I was completing my MA (e-learning) I read a book by Cunningham, Dawes and Bennett. B. (2004). The handbook of work based learning. Aldershot:Gower. It led me to create a “Learning Preference Insights Tool” that was given to each new employee at Induction. A copy of the completed form was left with the staff member and given to their manager and the L&D team (with the staff member’s permission).

The tool provided detailed insight into the staff member’s learning experience, how they think they achieve learning success, what strategies they use to help retain information and knowledge, sensory preferences (VARK), immersive learning versus short bursts, learning alone or with others, learning in a formal environment or in the workplace etc. I recommend you read the book, as it is very practical and contemporary for today’s learning debate (it’s expensive, so you may like to try your library).

Generally speaking:

1. Some staff will have a preference for self-service learning. This cohort are generally more intrinsically motivated and have evolved formal learning skills.
2. Some staff will have a preference to be coached. This cohort are generally more extrinsically motivated and are comfortable with less formal learning approaches.

“The smallest minority on earth is that of the individual”

What learning professionals need to do more of is to better understand the learning preferences of individual staff. Induction is a good time to introduce such an exercise. For example, providing new staff the opportunity for self-assessment using the tool (with help available if required), followed by a presentation on how the organisation supports different kinds of learning, including key messages about the role of learning in the organisation. This would give everyone an opportunity to become exposed to the different ways learning happens and is encouraged in the organisation. It would also promote the conversation of learning into the culture of the organisation. Of course both the L&D team and the managers of new staff need to be across this kind of initiative and understand their role in continuing the conversation and encouraging staff learning self-management.

I’d love to hear your opinion on this idea. Please feel free to comment