3 reasons learning should be in every job description

The element of learning is present in every job, some more prominent than others. Learning is often focused on new employees, who require guidance and training in order to assimilate into their new roles. However, a large number of organisations prematurely move away from their new recruits’ learning path once they believe staff can do what they were hired for.

Learning is a perpetual process whereby no employee, new or old, is exempt. It is crucial for all employees to participate in, especially with the onset of new technologies, disrupting traditional ways of organisational management and operation. Changes to the ways employees go about their work requires employers and recruiters to establish and make explicit their training and learning plans.

Here are three reasons why learning should be in every job description:

1. Ongoing informal learning can be more beneficial than sporadic official training.

Training processes can be extensive, and take up plenty of time and resources. While continuing training beyond what is immediately required may seem inefficient, it is important to recognise that training and learning are not actually the same thing and thus require different approaches.

Employees should be exposed to new knowledge, experiences and techniques throughout their entire tenure with the organisation. Learning can be done anytime, anywhere. Without the burden of official training or trainers, learning as ongoing process can significantly benefit a business.

2. Building a culture of learning is critical to the success of a business.

Seeding a desire to learn among workforces should start on their first day. Self-directed learning and initiative taking should be demonstrated to new recruits as a way to solidify their role as an asset to their organisation. Once the aspiration to learn is in place, it is important that all employees are on board to drive the new culture of proactive and reactive learning.

According to the National Centre for Vocational Education Research (NCVER) learning cultures are a hallmark of high-performing organisations. As a method for achieving increased productivity and performance, a healthy culture of learning can complement businesses’ existing culture as a competitive organisation. When staff feel part of the organisation and valued, their engagement with the business increases, as well as their innovation and creativity. 

The makings of a strong learning culture may already be part of an organisation. But a good place to start nurturing that culture is by ensuring employees recognise the value of learning. Make it clear that the more they learn, they more they earn.

 

3. New technologies provide new opportunities, but also require constant learning.

With the influx of technologies available today, there is no excuse to stop learning. Many organisations continue to struggle with outdated platforms and static learning approaches, despite advancements focusing on employee-centric learning. With the addition of innovative learning management systems (LMS), a big difference can be made by adopting a more flexible mindset.

Modern technology has allowed workforces to take control of their own development by paving the way for targeted and self-guided learning programs. LMS can be tailored to employees to ensure the various objectives of each role are being achieved.

 

Regardless of their level in the organisation, all employees should expect and demand continuous learning opportunities. Successful learning culture implementation is heavily reliant on the dedication and engagement of the workforce. Equipping employees with the right tools can help foster a new mindset of learning throughout an entire organisation. 

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