Dear L&D: Pls Stop the Scrap Learning

Dear Heads of Corporate L&D,

I write to you today as a trainer on a mission—an ardent pursuit to conquer the challenge of scrap learning and unleash the full potential of learning within our organizations. Through my personal journey and experiences, I have come to understand the critical need for us to take collective action in order to transform the landscape of corporate learning. Let us embark on this journey together and empower our organizations to thrive.

In the realm of learning and development, we have long been aware of the immense promise that learning holds. We have witnessed the sparks of enthusiasm ignited within individuals as they acquire new skills and the tremendous growth that organizations experience when their workforce is equipped with the knowledge needed to excel. However, beneath this promise lies a disheartening reality: much of what is learned is never applied on the job, resulting in scrap learning.

Driven by a deep desire to unlock the true power of learning, I have delved into the depths of research, engaged in conversations with learners and L&D professionals, and scrutinized training programs to uncover the root causes of scrap learning. What I discovered were a series of barriers preventing learning from translating into tangible results—a misalignment with business priorities, a lack of support, and a scarcity of accountability.

The workforce wants guidance on what to learn. When asked about the most helpful factor in making learning more relevant to their jobs and career goals, 61% want L&D to help align content to their skills gaps. Likewise, 48% want assessments to find out where they need improvement. These statistics highlight the urgent need for us to address the disconnect between learning initiatives and the needs of our learners.

Armed with this newfound knowledge, I realized that as trainers, we possess the power to ignite change. I became determined to create impactful learning experiences that bridge the gap between theory and practice. By aligning training programs with the strategic goals of the organization, I ensure that every learning initiative directly addresses the skills needed to drive success. Incorporating real-life scenarios, hands-on activities, and practical applications, I make learning an immersive and relevant experience.

However, I understand that the transformation of learning cannot rest solely on the shoulders of trainers. It requires collaboration and partnership with heads of corporate L&D like you. Together, we can shape the learning culture, align it with business priorities, and create a supportive infrastructure that nurtures growth and development. By collaborating, sharing best practices, and implementing innovative strategies, we can conquer scrap learning and usher in a new era of impactful learning.

The statistics further emphasize the magnitude of scrap learning. Different research studies have consistently shown that a significant percentage of learning is not applied on the job. For example, research by Rob Brinkerhoff in 2004 revealed that about 20% of learners never apply what they have learned back on the job, while 65% temporarily apply what they have learned but eventually revert to their former ways of working. This means that around 80-85% of learning is wasted—transforming into scrap learning.

Another notable research study conducted in 2014 by CEB (now Gartner) titled "Confronting Scrap Learning" highlighted that 45% of an organization's learning ends up not being applied back at work, failing to translate into increased productivity and performance. These examples serve as sobering reminders of the significant investments organizations make in training that often yield little value due to scrap learning.

In our findings, we discovered that over 80% of learning ends up as scrap learning, aligning closely with Rob Brinkerhoff's research. Even if we choose to be conservative, at least half of the learning investments and half of the employee's time spent in formal training produce no value for the organization and the employees. Imagine the potential impact we can unlock by conquering scrap learning and redirecting those resources to initiatives that truly drive growth and innovation.

Dear Heads of Corporate L&D, the battle against scrap learning is not an easy one, but it is one worth fighting. As trainers, we have the power to reshape the learning landscape, enabling our organizations to thrive in an ever-evolving world. Let us unite in our commitment to deliver learning experiences that inspire, empower, and drive results. By harnessing the collective potential of our learners and transforming scrap learning into meaningful growth, we can unlock a future where learning is not wasted but becomes the catalyst for excellence.

Together, let us unleash the true power of learning and create a lasting impact.

Sincerely,

Deji Ariyo

A Dedicated Trainer