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Training to Learning
Informal learning has become more important and the role of the
workplace learning and performance profession must change
accordingly. Transatlantic discussions and exchanges of research
information have brought about the following conclusion: a shift is
taking place from training, which is a top-down intervention
initiated by the organization, to learning, which is an ongoing
process which lies in the domain of the individual. In a collection
of case studies, the authors explore the concept that only learners
can learn and the way in which they learn is changing. Partly
because of the nature of todays organizations and partly because of
individual preferences, informal learning has become more important
and the role of the workplace learning and performance profession
must change accordingly. Given this background, it is beyond
dispute that the role of the trainer (to use the traditional term)
is changing. New job titles have emerged, often involving the word
learning. Continuing research has led the authors to describe the
new role as one of supporting, accelerating and directing learning
using the intervention that is appropriate to the need, the learner
and the context. The workplace learning and performance
professional will proceed through a series of interventions which,
because of their relevance, will command support in the
organization. There is no single model of universal best practice
but a lot of examples of good practice.
Product Code:
76050958E
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