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Informal learning is the powerhouse of learning in the workplace, and yet in many ways it is fragile. How can you manage informal learning without destroying the informality; and without destroying the very thing that makes it so powerful?
Studies have consistently shown that 70% or more of the knowledge any person uses to do their job is learned informally. It is such a large part of how people get results at work that we need to be paying far more attention to it, and not throwing all our budget at traditional formal learning approaches.
So we need answers to questions like…
- How does it work?
- How do you manage it?
- How do you encourage it?
- How do you measure it?
- What role does Learning and Development play?
- Who else is doing it, and what is their experience?
- How do you use it in conjunction with formal learning?
I’m Paul Matthews. For the last 14 years I have worked with organisations to make their learning more effective – and after much prompting from clients and friends, I’ve written this book to pull together a lot of practical ‘how-to’ information about informal learning.
In these tough economic times, it is more critical than ever to leverage all the advantages you have, yet in most organisations informal learning is not even talked about, let alone used as a deliberate tool for improving performance. And this is despite the fact that most informal learning initiatives are far less costly than traditional formal training programmes.
Buy your copy of Informal Learning at Work by entering your details opposite and we will post you a copy today.
The price is £14.97 with free shipping in the UK, £3.50 airmail to Europe and £7.00 airmail to the rest of the world.
For this, you will discover how the role of anybody involved in workplace learning, enhancing capability and improving performance MUST change to successfully manage the critical shift in the way organisations need to cater to the learning needs of their employees. Deliberately harnessing the power of informal learning is the new way to tangibly improve worker capability and performance, right at the point of work.
Here are the chapter headings…
Chapter 1 – Survive and thrive with informal learning
Chapter 2 – The agile learning organisation
Chapter 3 – What is informal learning?
Chapter 4 – Informal learning in practice
Chapter 5 – The new L&D role
Chapter 6 – Practical things for you to do
Chapter 7 – More tools and ideas you can use
Chapter 8 – Managing your learnscape
Chapter 9 – Obstacles you may face
Chapter 10 – Getting managers more involved
Chapter 11 – Evaluating informal learning
It is clear that the role of Learning and Development is changing. This is both a challenge and an opportunity for L&D practitioners.
The opportunity is yours for the taking!
Founder and MD
People Alchemy Ltd