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For a company to compete effectively in today's business environment, its employees need to be adaptive and agile so they can develop the required skills and knowledge. To achieve this, L&D professionals must create a culture of workplace learning that encourages employees to constantly develop. This means moving away from the traditional approach of simply offering a catalogue of courses to embedding learning in every part of the company. Workplace Learning is a practical guide to all aspects of developing a culture of continuous workplace learning, from how to introduce and implement this culture to how to develop it. Showing that learning is not finite and is instead something that all employees should be doing continuously throughout their careers, Workplace Learning covers how to identify key areas to focus the most effort on, measure success and determine next steps. It also outlines how to use technology to support workplace learning from MOOCs through to apps such as Knewton and Degreed. Packed with case studies from organizations who have effectively established outstanding workplace learning including Microsoft, PriceWaterhouseCoopers (PwC), HT2 and The Happy Company, this is essential reading for L&D professionals looking to make a real difference to the development of their staff and the future success of their organizations.
With comprehensive coverage of topics related to learning, training, and development, this volume is a must-have resource for industrial and organizational (I/O) psychologists, human resource (HR) scholars, and adult education specialists. Brown provides a forward-looking exploration of the current research on workplace training, employee development, and organizational learning from the primary point of view of industrial organizational psychology. Each chapter discusses current practices, recent research, and, importantly, the gaps between the two. In analyzing these aspects of the topic, the chapter authors both present the valuable knowledge available and show the opportunities for further study and practice.
"This book explores the methods, skills, and techniques that are essential to lifelong learning and professional advancement offering critical insights for interested in the constantly shifting shape of the modern workforce"--
Learning and Development Practice in the Workplace is the ideal textbook for anyone studying CIPD L&D qualifications and apprenticeships at Level 3 or Level 5, as well as for practitioners new to an L&D role. This book covers what is required of an L&D professional and how to meet and exceed these expectations, how to align L&D activity with organisational strategy and, crucially, how to identify learning needs and design effective L&D practice. This new edition of Learning and Development Practice in the Workplace has been fully updated, reflecting the new CIPD Profession Map, and now has dedicated chapters on the different approaches to learning delivery, including face-to-face training and facilitation, technology-based learning, coaching, mentoring and social and collaborative learning. There is also expert guidance on learner engagement including insights from neuroscience and psychology, as well as advice on evaluating the impact of L&D. With case studies, activities and examples throughout, this new edition is an indispensable guide for students and new practitioners alike. Online supporting resources include lecture slides, annotated web links and self-test questions.
Fundamentals of Workplace Learning is a comprehensive guide to how people learn in the workplace, and the issues and challenges involved. Examining the essential aspects of workplace learning and unravelling the various influences which affect the success of work-based learners, Knud Illeris presents a holistic model to explain how diverse individuals can be encouraged and invited to learn at work. Approaching workplace learning from the perspective of learners as human beings, with complex social and psychological needs, as opposed to resources to be managed, this book examines in detail the key issues surrounding workplace learning, including: The workplace environment as a learning space Workplace learning as competence development A multitude of different kinds of workplace learning arrangements Job-transcending learning initiatives The interaction between formal and informal learning environments The challenges presented by specific groups: early school leavers, elderly workers and the new young generation. Presenting conclusions on workplace learning and possibilities for the future this book focuses on a way forward while detailing the fundamentals of successful workplace learning. It will appeal to everyone involved in understanding and improving learning in the workplace including educationalists, business students, managers, personnel and educational leaders.
This book explores teacher workplace learning from four different perspectives: social policy, international comparators, multi-professional stances/perspectives and socio-cultural theory. First, it considers the policy and practice context of professional learning in teacher education in England, and the rest of the UK, with particular reference to professional masters level provision. The importance of teachers’ and schools’ perceptions of improvement, development and learning, and the inherent tensions between individual, school and government priorities is explored. Second, the book considers models of teacher workplace learning to be found in international research and practice to explore what perspective they can bring to understanding policy and practice relating to workplace learning in the UK. Third, it draws on cross-professional analysis to get an intellectual and theoretical purchase on workplace learning by examining how insights from across the professions can provide us with useful perspectives on policy and practice. The analysis draws particularly on insights from medicine and educational psychology. Fourth, the book cross-fertilises research and practice across the field of education by drawing on insights from perspectives such as socio-cultural and activity theory and situated learning/cognition to discover what they can offer in analysing the theoretical and pedagogic underpinnings of teacher workplace learning. In short, the book offers a number of contexts for exploring how best to conceptualise and theorise learning in the workplace in order to generate evidence to inform policy and practice and facilitates the development of a more theoretically informed and robust model of workplace learning and teaching.
Better Learning Solutions Through Better Learning Experiences When training and development initiatives treat learning as something that occurs as a one-time event, the learner and the business suffer. Using design thinking can help talent development professionals ensure learning sticks to drive improved performance. Design Thinking for Training and Development offers a primer on design thinking, a human-centered process and problem-solving methodology that focuses on involving users of a solution in its design. For effective design thinking, talent development professionals need to go beyond the UX, the user experience, and incorporate the LX, the learner experience. In this how-to guide for applying design thinking tools and techniques, Sharon Boller and Laura Fletcher share how they adapted the traditional design thinking process for training and development projects. Their process involves steps to: Get perspective. Refine the problem. Ideate and prototype. Iterate (develop, test, pilot, and refine). Implement. Design thinking is about balancing the three forces on training and development programs: learner wants and needs, business needs, and constraints. Learn how to get buy-in from skeptical stakeholders. Discover why taking requests for training, gathering the perspective of stakeholders and learners, and crafting problem statements will uncover the true issue at hand. Two in-depth case studies show how the authors made design thinking work. Job aids and tools featured in this book include: a strategy blueprint to uncover what a stakeholder is trying to solve an empathy map to capture the learner’s thoughts, actions, motivators, and challenges an experience map to better understand how the learner performs. With its hands-on, use-it-today approach, this book will get you started on your own journey to applying design thinking.
Work-related learning (WRL) is a topic of steadily increasing interest to today’s vocational education institutions as well as organizations in business and industry. This book derives from an international HRD conference held at the University of Twente, The Netherlands. Key papers from the conference have been combined with other high-standard contributions. Together they offer an international collection of leading edge research. The book brings together contributors from various parts of the EU and the USA and includes examples of good practice and recent research on work-related learning. Work-related learning can be broadly seen to be concerned with all forms of education and training closely related to the daily work of (new) employees, and is increasingly playing a central role in the lives of individuals, groups or teams and the agenda’s of organizations. However, as this area of study becomes more prominent, debates have opened about the nature of the field, as well as about its configurations and effects. For example, some authors have a broad definition of WRL and define it as learning for work, at work and through work, ranging from formal, through semi-structured to informal learning. Others prefer to use the concept of WRL mainly in connection to informal, incidental learning processes during work, leading to competent workplace learners. Formal and informal learning are distinguished from each other with respect to the level of intention (implicit/non-intentional/incidental versus deliberative/intentional/structured). Another point of discussion originates from the different ‘theoretical backgrounds’ of the authors: the ‘learning theorists’ versus the ‘organizational theorists’. The first group is mainly interested in the question of how learning comes about; the second group is predominantly interested in the search for factors affecting learning. This book is essential reading for practitioners, researchers, teachers and students in the HRM and HRD field as well as in the field of VET.
This book focuses on professional practice capability development in workplace contexts. It is built around the idea of workplace learning spaces being like crucibles in which many human, material and ephemeral factors are brought together through interactive exchanges of purpose and energy. A Crucible Model for Professional Development is presented and explored as a means for better understanding workplace learning as a place and vehicle for learning for professional practice. The power and potential for such learning spaces resembles the power of the apparently simple bowl of a crucible. However, when combined with the fire of enthusiasm for learning and teaching, and the rich learning resources and opportunities these settings can provide, the resultant catalytic reactions of professional growth and development can be both rewarding and outstanding. This book challenges contemporary models of workplace learning and their ability to develop a broad range of professional practice capabilities. The authors examine the nature and context of workplace learning in relation to capability development, explore the potential of the Crucible Model to enhance workplace learning and provide narratives of professional practice capability development in action. The discussions generate a range of implications and recommendations for workplace learning and capability development relevant to workplace learning educators and supervisors, academic educators, practitioners, students and those with the power to shape the future direction of workplace learning for professional practice. We invite you as readers of this book to consider the themes we have presented to reflect on your own experiences (whether as a student, workplace learning educator/supervisor, academic educator or a practitioner seeking to enhance your own capability development) to re-imagine workplace learning pedagogy and in so doing harness the potency of workplace learning experiences to develop professional practitioners capable of flourishing in and constructively contributing to 21st Century professional practice contexts.
Emphasizing learning skills as a metacompetency in the changing workplace, Rothwell (human resource development, Pennsylvania State U.) debuts two research studies: one examined workplace learner roles and competencies, while the other gathered hundreds of workers' perceptions of the learning climate of diverse workplaces. Seeking to transform training into learning departments, he identifies learning process steps; learner roles, competencies, and outputs; and ways that organizational conditions encouraging learning can be reinforced by workplace learning and performance practitioners, managers, academicians, and workers. Appends a study summary, interviewee responses, and assessment instruments. AMACOM is a division of the American Management Association. Annotation copyrighted by Book News, Inc., Portland, OR