Informal Learning: Missed Opportunities And Way Forward

Informal learning is one of the most potent ways by which people learn at the workplace. Albeit research shows that more than 80% of all learning happens through informal means, only 20% of what organizations invest in learning is dedicated to enhancing informal learning.     

        Informal learning is sometimes referred to any learning that happens outside the classroom setting. It is unstructured, experiential and in most cases unsolicited. We generally resort to informal methods of learning when faced with any difficulty or query in our work. While for any learning to take place individual initiative and enthusiasm is necessary, it is even more so true in case of informal learning. While some of it is intentional a large part of this learning is unintentional and self-directed.

We experience this almost daily in our working lives.

Have you ever picked up a good idea during a casual conversation with a colleague may be over a cup of coffee or lunch?

Do you often come out of a meeting with pertinent information that was perhaps not even part of the agenda for discussion?

Do you turn to your colleagues for advice, seek their expertise to resolve an issue or to get things done?

Do you search the web to keep yourself abreast of things happening in your area of work?

Do you pick up new things through trial & error; by learning from mistakes?

       These are some of the common ways of informal learning that take place day in & day out. All of us go through similar experiences almost every day without even realizing how important these seemingly trivial events contribute to our learning. Perhaps the reason organizations are currently unable to focus in this area is because most of it is accidental and thus left to chance. Given the importance of informal learning to the overall learning in an organization it makes sense to use these networks more effectively.

       There are many reasons why traditional systems of training fail miserably when it comes to actual learning. One of the explanations for this is the way our brain processes new information. At any point in time our mind can absorb only restricted amount of new material. However, most training programs are designed to deliver a great deal of information in a limited amount of time. A large part of this knowledge does not get transferred to our long-term memory, due to which it gets erased permanently after a short while. We tend to assimilate information much better when we are required to use it for some task at hand. This is where informal ways of learning are so effective. You may not remember entirely what you learnt at the training program but the network of friends, associations you make during the program can of great help when you are required to use some part of the learning into actual practice.

        Learning that happens through informal means generally sticks in our memories. For the most part, this is because it is voluntary and hence our self-involvement is very high. As research suggests most of the learning happens on the job. Informal learning tools help us learn more when we are experiencing things in our work.

However, given its tacit nature, is it possible for organizations to design feasible interventions to foster informal learning?

Even if interventions are designed, how to ensure that they are effective and measurable?

While it is not possible to accurately measure the impact of any training program, there are a few things which companies can do to facilitate a learning culture in the workplace:

• 70:20:10:  The 70:20:10 model is an excellent model for integrating informal learning into the learning & development strategy of the organization. In this framework 70% of learning happens through on the job experiences, 20% of learning is through coaching and remaining 10% through training.

                 Building this methodology ensures that employees take ownership of their development. By seeking appropriate experiences and coaching, employees can enrich their understanding rather than just looking for traditional training inputs from the organization.

• Job role fit: Although it may sound cliche, but ensuring the right fitment of role with the role holder is a prerequisite for any engagement. In a study on “Factors that influence Informal learning in the workplace”, Shelly A. Berg & Seung Youn Chyung note that Interest in Current Field & Personality are crucial factors that influenced engagement in informal learning. To encourage informal learning hiring people who have a penchant for their jobs, that fits into their area of interest is a precondition. This seems to be a logical conclusion as well, given that people tend to be intrinsically motivated to spend time on things that interest them
• Interpersonal relationships: For informal learning to happen consistently and spontaneously people need be socialized into the organization. It is of utmost importance that employees receive a proper orientation and on boarding at the time of joining the organization. Quite often the sole onus of training and knowledge transfer is on the direct supervisor. However, studies have shown that employees may have difficulty in trusting supervisors because of hierarchy as well as the need of individuals to portray themselves as competent workers. One way of addressing this is by starting a Buddy program where an employee with no direct reporting relationship is assigned as mentor to familiarize the new incumbent with the organization.

         Informal learning can take place spontaneously only when people feel comfortable talking to each other. People shouldn’t think twice before picking up a phone or going over to a colleague to talk about anything. As most of this learning takes place through daily social interactions such as participation in group activities, working alongside others, tackling challenging tasks, and working with clients; its success is highly dependent upon the quality of interpersonal relationships in the workplace

•  Access to technology: Employees expect organizations to provide them with necessary tools to perform their roles effectively. Empowering people with technology helps them to stay updated and share knowledge with others. Access to internet which was considered a privilege not very long ago is essential for any employee in today’s work space. Companies can even leverage the power of social media to create communities of learning in the workplace. The point is how easily information is available to employees when they need it, plays a significant role in enriching informal learning

         Many researchers have compared informal learning to an iceberg, just as the tip or the visible portion of an iceberg resembles a very small part of the iceberg, similarly only a small portion of informal learning is observable. As jobs get more and more complex, a substantial amount of knowledge required to perform them satisfactorily will be of intangible nature. It will be difficult for individuals as well as for organizations to keep pace if they rely only on traditional, systematic methods of learning and development.