Defining the Learning Organization, Article Review Example

An article in Forbes discusses the five keys to building a learning organization. Corporate spending on learning & development (L&D) increased by 9.5 percent in 2011 because companies have realized the need to invest in corporate training due to shortage of desirable skills in the labor market (Bersin, 2012).

The first step towards developing a learning organization is to make sure that it is embraced by the whole organization rather than treated as an HR domain. The learning culture is not driven by corporate training programs but is instead facilitated by an organizational environment that embraces learning at every single opportunity including on-the-job learning. Research supports the fact that informal learning programs such as coaching, on-demand training, and performance support tools are thrice as effective as formal corporate training programs. Informal training programs are also more effective because the content is easier-to-understand and employees are able to learn at their own pace which means employees grasp the material better. In addition, informal learning programs are not one-time tasks but rather an on-going processes and efforts are taken to creating knowledge and information portals which is accessible round-the-clock (Bersin, 2012).

The second step towards creating a learning organization is to offer employees incentives to learn rather than forcing learning upon them. Management doesn’t only recognize those who improve their expertise and performance but also lets everyone know that they can count on the organization for support and provision of resources towards learning initiatives. One example is the Federal Reserve Bank of Cleveland which offers a 7-year apprentice program to its bank examiners to help them become senior bank examiners (Bersin, 2012).

The third step towards creating a learning organization is to encourage experts to share information among themselves as well as make their knowledge available to others. The organization may create information-sharing portal on the pattern of Cheesecake Factory’s video learning portal which enables employees to post videos of themselves doing a job well. The employees also share how-to-do videos over Cheesecake Factory’s video portal and even solutions to problems. Information portals like these encourage information creation and sharing (Bersin, 2012).

The fourth step towards creating a learning organization is to demonstrate the value of formal training such as their role in career development and professional networking as well as outcomes like improved work productivity. The last and fifth step towards creating a learning organization is to create an environment in which people are not afraid to make mistakes. This allows employees to improve by learning from their mistakes as well as come up with better ways to do the job (Bersin, 2012).

The central message by the author Josh Bersin is that the organizations should decentralize the learning processes and create an environment that fosters learning and information sharing. Learning should not be limited to formal training programs by the HR Department only but instead should become a company-wide mantra. Similarly, organizations should also find a way to preserve the collective expertise and information of experts such as through databases and portals for the benefit of both existing and future employees.

I agree with the author’s recommendations and conclusions because they reflect the reality of today’s workplaces which are increasingly becoming more decentralized (Groth & Nisen, 2013) to promote open communication and information sharing. Communication and information sharing trends are also being enabled by advancements in internet-enabled technologies such as information portals and social media. In addition, globalization has resulted in factors of production including human resources more mobile which has only increased the competition in the job market. Organizations have more options and naturally higher expectations from employees. Thus, employees have no choice but to engage in continuous learning to remain professionally competitive as well as help their respective employers stay ahead of the competition.

The concepts in the article also apply to civil service organizations because the public sector is also faced with the pressure to become more efficient in terms of operations and resource utilization. The recent financial crisis has led to serious budget cuts in many civil service agencies, thus, civil service agencies may have to become more like the private sector organizations to ensure their survival. Learning cultures will help civil service organizations to significantly reduce waste and improve operations through information sharing and creative solutions. One of the reasons why average employee productivity in the civil service organization often lacks behind those in the private sector is lack of incentives for higher performance levels. Thus, civil service organizations may have to create incentives to inspire their employees to perform at higher performance standards so that the limited resources of the agencies are used more efficiently to meet high demand for services by the general public.

References

Bersin, J. (2012, January 18). 5 Keys to Building a Learning Organization. Retrieved August 11, 2013, from http://www.forbes.com/sites/joshbersin/2012/01/18/5-keys-to-building-a-learning-organization/

Groth, A., & Nisen, M. (2013, January 16). A More Decentralized Workplace Is Becoming Inevitable. Retrieved August 11, 2013, from http://www.businessinsider.com/the-future-of-the-workplace-2013-1