Workplace learning -- beyond the classroom: how a learning environment empowers employees to develop imaginative strategies and innovative practices. (Human Resources).

Albert Einstein was once quoted as saying, "The significant problems we have cannot be solved at the same level of thinking with which we created them." Even though he was speaking about the state of the world, his statement is equally important for businesses striving to succeed in this ever changing and extremely competitive economic environment. Whether you are a manufacturer or provide a service, your industry requires a dynamic learning strategy that harnesses the knowledge of its people and is an integral component of the firm's strategic plan. Now more than ever before, businesses must learn from their experiences and adapt to changes to survive and prosper.

To build a lasting learning environment, organizations must begin early by clearly defining what it means to be a learning organization. Growing entrepreneurial companies have a distinct advantage in this regard because their existence hinges on active learning and constant knowledge acquisition. This means that they learn faster and avoid confronting bigger problems later. Though unstructured, these firms have what it takes to build a strong learning culture. What they lack is a clear and functional method of learning, with easy to apply management guidelines. Many businesses don't understand how to learn and either fail or remain marginal competitors. Companies that successfully implement learning strategies have the best chance to thrive.

A learning organization is capable of aligning its strategic objectives and vision with the capabilities, competencies and ideas of its employees. Managers within a learning organization seek to create an environment where their employees realize their maximum potential.

Employees that receive additional knowledge are only one part of a complete learning strategy. To gain employee commitment, managers must include and align their employee's personal goals with the corporate vision. They also need to develop the competencies and knowledge lacking in the team to attain their strategic objectives. As this learning culture is supported and fostered by management, employees seek Out and solve problems, become more entrepreneurial, and more willing to take risks.

Training is not Learning

Business people often, mistakenly, equate training with learning. Although these terms are often used interchangeably, they are distinct concepts. Training is instruction for learning a specific task. Learning, on the other hand, is a continuous process. Training is one of the many tools used to build a learning environment. Learning encompasses an individual's acquisition and assimilation of experiences, information, and daily activities.

Training can only provide information to employees. This information can only be converted to knowledge if employees are capable of applying it to their jobs. Learning takes place when the person applies these skills through practice and reinforcement. To ensure that the new skills are learned and applied, managers must:

* Take responsibility for their employee's and their own learning activities;

*Provide employees with a continuous learning environment;

* Allow employees to take risks and make mistakes; and

* Reinforce learning as employees experiment with their new skills.

Managers often view training as a separate function from the employees' work activity. This negative perception is further entrenched as employees take time away from their jobs. Once the employee returns to his job, the new skills are often not integrated or encouraged in his daily activities, which makes the training simply an expense rather than a useful tool. Learning must be viewed differently.

Ask yourself what it will take for your company to survive in a changing economy. You must understand what your organization's capacity and capabilities are before confronting external factors and competitors. This important exercise (balanced scorecard or SWOT analysis) results in ultimately knowing your organization's strengths, weaknesses and the direction required to reach your goals.

All companies want to attain superior performance and through it an identifiable competitive advantage. Success is attained when organizations answer one question: "How can we use our existing resources to develop our workers' intellectual capacity to attain our vision in a way that can't be copied by others?"

A case for Learning

When learning becomes an integral component of the corporate strategy, is part of the daily activities, and contributes to the development of workers, the organization possesses a sustainable competitive advantage that cannot be copied.

Significant and noticeable advantages of learning organizations include:

* A reduction in errors and mistakes. When workers recognize and learn from mistakes early, they can quickly adapt to change, which increases productivity and improves morale.

* Improved quality and innovations. Byproducts of learning from mistakes is the impact that this has on the worker's responsibilities and how it improves the organization. People begin to improve the quality of their output and become increasingly innovative.

* A better understanding of the business. Many employees we speak to say to us, "we don't understand how we fit into the organization's vision." A dynamic learning strategy allows every employee to connect to the business and clearly see how the pieces of the puzzle fit together. The result: every employee is able to more effectively serve the client and identify opportunities for improvement.

* Empowered employees. Learning allows employees to take on more responsibility and insight into the company and thus improves their professional and personal well-being. Empowerment results in workers showing more initiative, becoming increasingly creative, and promoting a different way of viewing business processes.

Becoming a learning organization

It's perceived that the job of creating learning cultures is best left to those with large budgets and extensive resources. This myth unnecessarily holds back smaller companies from considering and investing in developing a learning organization. But it doesn't have to be expensive. Follow these basic points and you're on your way to a more effective working environment.

Step #1 -- Keep it simple. The first rule in building a learning culture is to keep things simple. The most effective strategy is one that makes certain that everyone clearly understands what's involved and what's expected from employees and managers.

Step #2 -- Clearly define your strategic objectives. This will ensure that your learning strategy is effective. Bring your management team and advisors together to clearly define the company's vision and, working backwards, outline the critical steps required to attain it. You need to know where you want to go, how you are going to get there, and the resources needed in the process.

Step #3 -- Set up a learning committee and policy. Bring together employees and managers that appropriately represent the scope of the organization. Ideally, the committee should be composed of no more than five to eight individuals and each should have an equal say in the development and implementation of the training policies.

Step #4 -- Take inventory of existing knowledge and competencies. This is an involved two-step process. First, identify each position in your company and then determine the skills and competencies required to effectively complete the responsibilities. Second, document the skills and competencies of the employees currently in these positions.

Step #5 -- Identify the skills and competency gaps. Once you complete the knowledge inventory, determine the knowledge gaps that exist between the employees' competencies and the skills required to reach your strategic objectives.

Step #6 -- Determine your employee's personal goals. Talk to each employee individually. Build a dialogue with them to determine what their personal aspirations are within the organization and in life. Help them help you accommodate their needs. You will gain a dedicated and motivated worker. Also, this will help you figure out if the individual is a good fit for the company.

Step #7 -- Develop a training plan. At this point you know where you want to go and what competencies you need to get there. With this information you are now able to source appropriate training to resolve the identified knowledge and competency gaps.

Step #8 -- Integrate learning into daily activities. Learning is a continuous process. Implement tactical methods to encourage learning among employees and to support employees with new or more complex responsibilities. Coaching and mentoring are two ways to make the learning process more interesting and an integral part of the company's strategy. Continue to measure, document and manage the results of these processes.

There is no question a learning organization provides a safe place to take risks and to develop new ideas, behaviours and the challenge to stretch beyond perceived limits. Everyone's opinions are valued and the amount that people can contribute isn't determined by the position they occupy in the organization. Employees at all levels will find it more enjoyable to work in and on the business because it provides a basis for creative ideas and gives people more control on outcomes and the ability to make things better.

A well-developed and effective strategic and competitive advantage is an elusive objective for many businesses. It requires workers to be creative, knowledgeable, and innovative. They have to do this faster and more efficiently than your competitors. More importantly, managers must begin to view knowledge and human capital as the organization's most valuable and volatile resource. By continuously developing and leveraging your employees' knowledge you will be capable of handling every situation that arises and be strategically equipped to become an industry leader.

Ajay Pangarkar ([e-mail]) and Teresa Kirkwood are partners at TrainingManagement.net and BSIPerformance.com, providing processional Learning management and development services and products.