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Informal learning in organizations : how to create a continuous learning culture / Robin Hoyle.

By: Hoyle, Robin [author.].
Material type: TextTextPublisher: UK Kogan Page 2015Description: xi, 224 pages : illustrations ; 24 cm.ISBN: 9780749474591 (paperback); 0749474599 (paperback).Subject(s): Organizational change | Employees -- Training of | Non-formal education | Employees -- Training of | Non-formal education | Organizational changeDDC classification: 658.3124 Other classification: BUS066000 | BUS030000 | BUS103000 | EDU041000 | EDU046000
Contents:
Table of Contents: Acknowledgements -- Introduction -- SECTION ONE Making sense of informal learning at work01 What is informal learning? -- Informal Learning is about doing different things and doing things differently -- The independence of the informal learning -- A short history lesson -- Apprentices and more structured preparation for work -- The work difference -- The role of the organization in informal learning02 A model of informal learning -- What do we mean by learning? -- A definition of informal learning -- Informal: guided discovery and learning through work -- Informal = better?03 The capability contract -- Continuing professional development -- Vocational qualifications -- Knowledge or skills? -- Learning together -- Conclusions -- Notes04 Formal training and the budget paradox -- The budget paradox -- The role of the subject matter expert -- Notes05 Informal doesn't mean unmanaged -- The dilemma -- Belief number 1: Informal learning cannot be managed -- Belief 2: Informal learning is difficult to measure -- The checklist -- Notes06 Informal learning and culture -- How important is culture to informal learning? -- Can an informal learning culture be defined? -- More localized culture -- Growing a more local, team-based culture -- Informal learning and the dominant culture -- Winterbourne View and other scandals -- Other scandals and the learned culture of the organization -- Is better initial training the answer? -- Combatting culture -- NotesSECTION TWO Liking ain't learning: the rise of social and the impact of technology07 Liking, learning and looking up the answers -- The rise of the Mavens -- I'm a bit anti-social -- Learning or just copying? -- The brighter side of social media -- Notes08 Is there hope beyond the social media hype? -- Beyond the L&D bubble -- You had to be there -- Where's the sense in seek-sense-share? -- An uncomfortable pat on the back -- A flock of twits -- Conclusion -- Notes09 Smarter social tools -- Beware the crowd -- The limitations of algorithms -- Skilled information seekers -- The threat of like-mindedness -- Learning from IT companies -- Application beyond applications? -- Notes10 Social networking skills for learning and collaboration -- Personal knowledge management: a daily job -- Gaining the benefits of user-generated content -- Smile -- you're on TV -- Notes11 Learning from academia: MOOCs and the flipped classroom -- Flipping the classroom -- The implications for learners -- Who uses MOOCs, how and why? -- Can you build your own MOOC (and would you want to)? -- Conclusion -- NotesSECTION THREE Learning as you work, working as you learn12 Integrating learning into work -- Blended learning comes of age -- The new blend -- Moving to the workplace -- 70:20:10 -- The informality within 70:20:10 -- Stretch or challenge -- Challenge vs threat -- Collaboration -- Professional development -- Multi-tasked learning -- Conclusion -- Notes13 Measuring and evaluating -- Performance indicators -- Example 1: the sales team -- Example 2: the accident and emergency department of a hospital -- The performance director -- What are you measuring and why? -- Softer measures -- Badges? We don't need your stinking badges -- What sort of technology platform do you need? -- Artefacts of learning -- Analysing performance -- Preparing the organization for change -- the real requirement for measurement -- Notes14 The informal learning action plan -- Part 1: the questions to ask -- Part 2: strategy on one page (SOOP) -- Part 3: the recipe -- Part 4: dos and don'ts -- NotesIndex.
Summary: "New ways of learning, whether they are planned, accidental, or unexpected, happen all the time outside of formal training. For those in charge of learning and development in organizations, understanding how this kind of informal learning can be utilized and measured is key to providing efficient and cost-effective ways of improving professional development. Author Robin Hoyle offers practical tools (including checklists and action plan questions) to guide the L&D practitioner in designing and implementing an informal learning strategy personalized to their organization's needs. Combining the latest technology and practices with established theory and research, this book provides an evidence-based review of informal learning. It explains how and why (or why not) informal learning resonates with people and offers an action plan to put the concepts into practice. "--Summary: "As the pace of change in the workplace speeds up and training budgets are challenged, it becomes essential for employees to learn as they go along. In this connected world, new ways of learning are emerging all of the time, whether the learning is planned, unexpected or self-directed. For those responsible for learning and development in organizations, understanding how this kind of informal learning can be utilised and measured is key to providing efficient and cost-effective ways of delivering on organizational objectives around people development. Informal Learning in Organizations offers practical tools, including checklists and action plan questions, to guide the Learning and Development practitioner in how to design and implement an informal learning strategy that is personalised to the needs of their own organization. It combines the latest thinking on new technology and practices with established theory and research to provide an evidence-based review of informal learning and its true impact. It offers an overview of how and why informal learning resonates with people, how it works and when and why it doesn't. This book will assist the reader in making sense of their connected environments and creating a continuous learning culture in their organizations"--
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Books Books Symbiosis International University Central Library
658.3124/HOY 42026 (Browse shelf) Available siu-b-42026

Includes bibliographical references and index.

Table of Contents: Acknowledgements -- Introduction -- SECTION ONE Making sense of informal learning at work01 What is informal learning? -- Informal Learning is about doing different things and doing things differently -- The independence of the informal learning -- A short history lesson -- Apprentices and more structured preparation for work -- The work difference -- The role of the organization in informal learning02 A model of informal learning -- What do we mean by learning? -- A definition of informal learning -- Informal: guided discovery and learning through work -- Informal = better?03 The capability contract -- Continuing professional development -- Vocational qualifications -- Knowledge or skills? -- Learning together -- Conclusions -- Notes04 Formal training and the budget paradox -- The budget paradox -- The role of the subject matter expert -- Notes05 Informal doesn't mean unmanaged -- The dilemma -- Belief number 1: Informal learning cannot be managed -- Belief 2: Informal learning is difficult to measure -- The checklist -- Notes06 Informal learning and culture -- How important is culture to informal learning? -- Can an informal learning culture be defined? -- More localized culture -- Growing a more local, team-based culture -- Informal learning and the dominant culture -- Winterbourne View and other scandals -- Other scandals and the learned culture of the organization -- Is better initial training the answer? -- Combatting culture -- NotesSECTION TWO Liking ain't learning: the rise of social and the impact of technology07 Liking, learning and looking up the answers -- The rise of the Mavens -- I'm a bit anti-social -- Learning or just copying? -- The brighter side of social media -- Notes08 Is there hope beyond the social media hype? -- Beyond the L&D bubble -- You had to be there -- Where's the sense in seek-sense-share? -- An uncomfortable pat on the back -- A flock of twits -- Conclusion -- Notes09 Smarter social tools -- Beware the crowd -- The limitations of algorithms -- Skilled information seekers -- The threat of like-mindedness -- Learning from IT companies -- Application beyond applications? -- Notes10 Social networking skills for learning and collaboration -- Personal knowledge management: a daily job -- Gaining the benefits of user-generated content -- Smile -- you're on TV -- Notes11 Learning from academia: MOOCs and the flipped classroom -- Flipping the classroom -- The implications for learners -- Who uses MOOCs, how and why? -- Can you build your own MOOC (and would you want to)? -- Conclusion -- NotesSECTION THREE Learning as you work, working as you learn12 Integrating learning into work -- Blended learning comes of age -- The new blend -- Moving to the workplace -- 70:20:10 -- The informality within 70:20:10 -- Stretch or challenge -- Challenge vs threat -- Collaboration -- Professional development -- Multi-tasked learning -- Conclusion -- Notes13 Measuring and evaluating -- Performance indicators -- Example 1: the sales team -- Example 2: the accident and emergency department of a hospital -- The performance director -- What are you measuring and why? -- Softer measures -- Badges? We don't need your stinking badges -- What sort of technology platform do you need? -- Artefacts of learning -- Analysing performance -- Preparing the organization for change -- the real requirement for measurement -- Notes14 The informal learning action plan -- Part 1: the questions to ask -- Part 2: strategy on one page (SOOP) -- Part 3: the recipe -- Part 4: dos and don'ts -- NotesIndex.

"New ways of learning, whether they are planned, accidental, or unexpected, happen all the time outside of formal training. For those in charge of learning and development in organizations, understanding how this kind of informal learning can be utilized and measured is key to providing efficient and cost-effective ways of improving professional development. Author Robin Hoyle offers practical tools (including checklists and action plan questions) to guide the L&D practitioner in designing and implementing an informal learning strategy personalized to their organization's needs. Combining the latest technology and practices with established theory and research, this book provides an evidence-based review of informal learning. It explains how and why (or why not) informal learning resonates with people and offers an action plan to put the concepts into practice. "--

"As the pace of change in the workplace speeds up and training budgets are challenged, it becomes essential for employees to learn as they go along. In this connected world, new ways of learning are emerging all of the time, whether the learning is planned, unexpected or self-directed. For those responsible for learning and development in organizations, understanding how this kind of informal learning can be utilised and measured is key to providing efficient and cost-effective ways of delivering on organizational objectives around people development. Informal Learning in Organizations offers practical tools, including checklists and action plan questions, to guide the Learning and Development practitioner in how to design and implement an informal learning strategy that is personalised to the needs of their own organization. It combines the latest thinking on new technology and practices with established theory and research to provide an evidence-based review of informal learning and its true impact. It offers an overview of how and why informal learning resonates with people, how it works and when and why it doesn't. This book will assist the reader in making sense of their connected environments and creating a continuous learning culture in their organizations"--

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