Training Industry Magazine - Spring 2014 - (Page 29)

LET THE BEGIN by PHIL ANTONELLI AND JOHN LANE SOCIAL MEDIA AND THE GREAT EXPANSION OF ENTERPRISE LEARNING and they are below T he third quarter numbers aretoin,the already-anxious expectations. All eyes turn sales force. A field rep has developed new social selling techniques that have outperformed the organization's formal sales strategies. But, there isn't time to convert them to a formal learning intervention that could impact the bottom line before the fiscal year ends. The learning organization will not take heat for watching from the sidelines - expectations here are low. Formal learning is at best a delayed response to real-time developments. There's safety in this asynchronous environment. But, there's also a built-in limit to the value that can be added later to a battle that takes place in the course of day-today business. Formal learning will always have its role to play. The Center for Creative Leadership's now-classic, survey-based 70/20/10 model holds that 10 percent of learning in a corporate environment occurs through what might be considered formal learning (courses and reading). Social learning - informal exchanges between colleagues - accounts for twice as much (20 percent) of the learning that takes place. The remaining 70 percent T R A I N I N G I N DUSTR Y MA GAZ INE - SPRING20 1 4 I WWW.TRAINI NGINDU S T RY . C OM/ MAGAZ I NE occurs through self-directed experience on the job. This means that training professionals are spending the majority of their time and resources on the smallest segment of learning. BEYOND FORMAL LEARNING Are we doomed to keep serving the smallest piece of the learning pie, far from the front lines where new knowledge is most urgently needed? Can learning organizations survive as gatekeepers in an environment of technical change and information on demand? Is this the best that we can do, when the value of timely knowledge exchange increases at the same rate as the implications of not keeping pace? In a word, no. In order to survive, and in fact to thrive in a time of disruption, we must find new ways to create value. We must adjust, not just hold onto our old positions. We must learn as well as teach, and be learning enablers as well as providers. In other words, we must master a dynamic new learning ecosystem. 29

Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2014

From Where I Sit
Table of Contents
Guest Editor: Do You Feel Lucky?
Network Performance: The Power of Social Learning and Behavior
Meaningful Work: Not Just for Millennials
Four Levels of Engagement
What L&D Professionals Need to Know about Gamification
Enhancing Learning with Social Media
Gamification in Sales Training: Seven Critical Considerations Before the Games Begin
Let the Disruption Begin: Social Media and the Great Expansion of Enterprise Learning
Learning Made Fun: Gadgets, Games and a Safe Place to Explore
How Silicon Valley Inspired an Era of Social Learning
How Games Drive Learning
Roll the Dice: Learning with Board Games
Casebook: BAE Systems: Speeding the Business of Learning through Collaboration and Knowledge Management
Salespeople, Coaching and Gamification
Three Ways to Make Learning More Engaging
Stop Creating Dysfunctional Relationships with Employees
What's Online
Company News

Training Industry Magazine - Spring 2014