The conventional idea of learning as an institutional task is outdated in professional practice. “Learning” in the context of “new learning” is anchored as part of every professional role in day-to-day activities.
Learning requirements and training needs are constantly evolving. To meet this challenge, employees must take over their responsibility and become active designers of their own learning experience.
Learning is becoming an increasingly personal activity – with individual willingness, openness and curiosity. Companies have the task of supporting employees and accompanying them on their own learning journey.
Our understanding of “new learning” therefore takes into account three levels of “learning” – the structural, the collective and the personal.
Clarity on personal goals – Reflective learning plan
Diverse learning opportunities – Attractive learning IT – Accessibility in everyday life
Time to learn – freedom to define and pursue own learning goals, at the same time orientation for possible next steps
Incentives for learning – Key figures / KPI for learning – Budget logic – Processes / standards, e.g. approvals
Understanding of learning and different forms of learning – Norms & values – Valuing learning
Orientation points – role models for learning – inspiration
Learning guidance – Transfer / application of what has been learned in everyday work – Active accompaniment / support by FC in everyday life – Exchange / support in the team
Groth Mindset – Self-perception as a learner – Confidence in one’s own ability to learn
Personal learning strategies – learning routine in everyday life
The structural level must provide learning opportunities, freedom, orientation, goals and framework conditions. This also includes the learning environment or learning platform and learning contents that enable very flexible and individual learning.
On the collective level, it comes down to learning support from the manager in everyday life, visible learning role models in the organisation and dealing with challenges and learning routines. We call all this a necessary learning culture.
Employees must also become personal designers of their learning experience. It is important to take initiative and responsibility for the own competences. This includes recognizing risks and opportunities in the individual’s working environment and building up specific competencies.
”Change does not happen by waiting for other people or another time. We are the ones we have been waiting for. We are the change we are looking for.
Barak Obama