How we redefine ‘learning’ after school?

It seems like people today are less incentivised to learn due to the ease and accessibility of the internet. Previous generations were forced to learn and memorise information from books and other sources, thereby investing significantly more time and effort into the learning process, which ensured the information was more likely to be retained. Why bother memorising information when any question can be answered in seconds?

This led to me observing my kids’ excitement for school and left me wondering, ‘at what point do adults stop investing in their own education?’ As children, we’re forced into schooling by our parents or guardians. While we may enjoy certain elements, particularly the social, attendance is rarely our choice.

For many of us, university or TAFE is the first time we actively choose to learn. Sure, you may feel obligated to enrol since many employers won’t entertain the idea of an interview without a degree behind you, but attendance (and performance) rests entirely on your shoulders.

However, once you leave tertiary education and enter the workforce, it feels like learning takes a backseat to your career. We’re under a common misconception that learning can only take place on the job and that any new learning can only add value through career progression.

Let’s dispel this false narrative. As we’ve seen lately, soft skills have become more sought after than technical skills. I believe this is because soft skills have a universal application that spans different departments and industries. No matter which sector you operate in, skills around communication and leadership are always useful and valuable.

The pace of change in technology is making technical skills far more specialised. These role-specific skills evolve quickly and often brush up against other specialty skills that are equally difficult to master. Becoming adept at a specific role can be limiting, especially when you consider how fast new positions and functions are developed. People often say that the future will be full of job titles that don’t exist yet, which furthers the value and longevity of soft-skill development.

Breaking away from traditional education

It’s encouraging to see schools adopt a more holistic understanding of education and skill development. In the past, a poor-quality teacher or lack of interest could lead a student to academic failure. Today, teachers follow their students’ interests and enthusiasm. It’s not about fitting every student into a tightly structured curriculum; it’s about educating them based on their individual needs and abilities.

An extreme example of this non-linear approach is Montessori schools. These non-traditional institutes understand that people learn at different paces with varying strengths and interests. Rather than force all students down a single learning path, Montessori schools observe each child’s interests and tailor their education accordingly.

Whether or not this is effective in early-stage education is debatable, but this holistic approach has significant value in the workplace, especially in this age of digital platforms and online learning. The biggest failure in learning, especially during early development, is rigidity. The conspiracy theorist in me believes this stems from a long-standing, symbiotic relationship between textbook publishers and educational institutes, which prevent universities and schools from changing how they do things.

Everyone learns and retains information differently, yet we still limit education to the same methods used centuries ago – lecturing teachers, archaic textbooks, take-home assignments, and occasional tests. Technology has helped our society make significant strides across industries, but changes made in education seem incremental by comparison.

The workplace woes of learning

Workplace learning moves as slowly as the education sector. Even today, most businesses simply use L&D to mitigate risks and ensure their people remain compliant. Even from an employee point of view, most learning is done merely as an act of box ticking to progress along a linear career path. Any notion of reaching their potential or improving their skills is treated as an afterthought.

Businesses must look beyond compliance to truly invest in their people. With constant discussion about an increasingly competitive labour market, more businesses should be investing directly in their people, upskilling their current talent to fill roles and bridge skill gaps. After all, it’s much easier to build up existing talent than to source, onboard, and train newcomers.

Furthermore, as the work environment evolves rapidly, it’ll be impossible to know what skills or jobs will be prevalent in the future. This is driving people to be more generalised in their training rather than focus on niche skills and role-based knowledge.?

Employers looking to attract and retain talent should remember that people rarely leave their job due to salary. Sure, inflation is out of control, but it’s much more difficult to find a healthy work environment compared to a decent salary. Digital technology has democratised earning capabilities, forcing employers to offer unique benefits that cannot be provided through the digital gig economy.

This isn’t just about learning and training; it’s about creating a culture and environment where people’s well-being and development are prioritised. Employees want to feel recognised and appreciated, which is why investing in their learning is so important. When people see their organisation investing in their personal development, they’re more inclined to stay, to invest themselves in the success of the business.

Learning as a journey; not a destination

This same sense of reciprocity extends to L&D opportunities. It’s not enough to provide employees with the resources to learn and grow; business leaders must also give people the time to do so. Sure, it’s up to the individual to find the motivation, but organisations must meet people halfway and ensure that learning is considered part of the job, allocating time for employees to leverage the learning opportunities on offer.

At Go1, we want to raise awareness of learning’s value; not only from a career standpoint but as a means of improving as a person. It’s not just about building better employees and managers; it’s about equipping people with the skills and experiences to be more well-rounded human beings.

That’s why soft-skill development is so important. While people will appreciate the technical skills they acquire on the job, the softer skills provide more value and fulfilment in terms of career progression and personal growth. Also, when people are offered the chance to build the skills they desire, they’ll feel more valued by their employer, consequently making themselves more invaluable to the business.

When it comes to development, those that talk isn’t learning. Psychiatrists love pointing out that humans have two ears and one mouth, demonstrating the value of listening over speaking, and empathising over delegating.

Learning is a collaborative process. Even if you’re independently going through books and learning content, you’re still relying on the research and work of others. That’s why active listeners make for better students. While teaching can help a person reframe their understanding of a subject, all learning comes from the knowledge and experience of others.

Upgrade, uplift, upskill

With the evolution of L&D comes the heightened importance of flexibility, being able to adapt quickly and comprehensively according to market trends and people’s needs. From an organisational point of view, this means providing the right environment and culture where people are given clear responsibilities and expectations before being left to their devices. If people understand their deadlines and what constitutes a good outcome, then it’s best they’re left to get on with the task at hand. Trust me, if they need help, they’ll ask for it.

Much like the Montessori schools’ non-linear approach to education, business leaders need a more holistic understanding of learning and skill development. Upskilling your staff is an investment into your people’s future, irrespective of whether they stick around or move onto another organisation.

Your teams are an asset and investment, not a risk or liability. We’re going through a global skills shortage, meaning talent is in scarce supply and jobseekers have more bargaining power than ever. Consequently, retaining talent takes much more than a fancy title and decent salary – people want to feel recognised and fulfilled.

This desire for acknowledgement is why upskilling should be a key focus for organisations. Treating your people like investments rather than risks will help them feel appreciated, ensure their retention, and improve their performance.

Furthermore, building up your team’s capabilities is far less costly and risky compared to sourcing and training new talent. It’s up to the organisations to invest in their growth and development, providing them with the resources and opportunities they need.

Leading through learning

With the right support behind them, employees will find the time and motivation to dedicate to their learning. Individuals must push themselves to remain motivated while organisations must look further than compliance, making learning an integral part of the employee experience by providing the resources and opportunities to upskill talent. Learning is a mutually beneficial investment – not a risk – but it takes time and works to get real value from it.

It’s easy to feel unfilled in a job, especially if you’ve been in the same place for a while. Learning and development ensure people remain engaged with their roles as they’re provided with opportunities to build on their talents, learn new skills, and potentially move into new positions. Creating a sense of purpose and fulfilment helps create alignment between company values with employees’ personal principles.

Employers should take a more active role in how their teams access learning and training. This doesn’t necessarily mean writing up their individual development plans but at least leading the change that prioritises employee experience and education.

They say the definition of insanity is continually doing the same thing while expecting different results. As business leaders, we cannot keep treating L&D as an additional benefit; it must be a key motivator for staff, and a critical component of your company ethos. Good leaders practice what they preach, so it’s important to lead by example, demonstrating a genuine interest in L&D that goes beyond hollow promises.