In the world of work, we all know we have to learn to compete. In an attempt to do so, many organizations invest in lectures, seminars, or coaching sessions that deliver an intense shot of learning. These kinds of traditional learning initiatives struggle to motivate employees or translate into real, lasting change, and yet despite this ineffectiveness, many organizations invest again and again in more of the same.
The Knowing-Doing Gap
Lectures or seminars address workplace issues before offering guidance on how employees may develop and improve. The key issue with traditional learning initiatives such as these is that they are rarely followed up with the kind of support needed to convert learning into doing—this widely recognized, yet unsolved problem, is known as the Knowing-Doing Gap. Lessons taught have a low transfer rate as employees struggle to take action and apply what they’ve learned to their working lives. As learning continually fails to convert into doing, the Knowing-Doing Gap increases, frustration mounts as the results don’t come in, and organizations are left with even lower productivity than they had to begin with.
Apathetic Employees
Traditional learning initiatives can struggle to engage and motivate employees. They’re often delivered in a “one-size-fits-all” format and fail to take into consideration each team member’s individual talents, resources, and personal needs. Not only is this a sub-optimal way to promote learning and development, but it can also be demotivating as employees feel teaching isn’t relevant to them as individuals. Many will also find didactic teaching methods tedious or disconnected completely before any learning can even begin. The resulting workforce is apathetic and views each new initiative as simply another “box to tick” that is both laborious and futile.
Wasted Investment
Costly investments in learning and development that fail to translate into real action or change are a waste of time and resources. Not only could that resource be better spent elsewhere, but the time it takes to commit a workforce to an ineffective learning initiative is only going to sap productivity without offering any gain in return.
The Solution: Learning AND Doing
The solution is simple. Instead of investing in more of the same such as intensive lectures, high-cost coaching and ineffective seminars, organizations should instead commit to learning initiatives that prioritize consistent Learning AND Doing in time and space.
The solution is simple. Instead of investing in more of the same such as intensive lectures, high-cost coaching and ineffective seminars, organizations should instead commit to learning initiatives that prioritize consistent Learning AND Doing in time and space. When employees are given regular opportunities to apply new knowledge directly to their work, learning becomes relevant and actionable, rather than abstract or quickly forgotten.
By integrating learning into daily routines and encouraging employees to put soft skills into practice right away, organizations foster an environment where growth is ongoing and measurable. This method not only accelerates positive change and improves workflow, but also allows employees to see tangible improvements in their performance and engagement right away and over time. Ultimately, combining learning with doing leads to a motivated, productive, and fulfilled workforce.
Instead of just more of the same, this opens up enormous opportunities for organizations to not only significantly reduce costs through fully integrated digitalization compared to traditional, ineffective learning initiatives. But also to proactively prevent disappointment and low performance from well-intentioned development initiatives in the first place. All with the result of increased efficiency and productivity, and an improved bottom line.
