On-the-job learning methods: what this concept is based on

Contents:

• How the term Learning in the Flow of Work came about
• The concept of learning in the flow of work is not new
• Why learning in the flow of work is not just a synonym for microlearning
• How learning in the flow of work is organized

How the term Learning in the Flow of Work came about

Learning in the flow of work, or Learning in the Flow of Work, is A concept introduced by Josh Bersin in 2018 to describe a new era in e-learning. This approach emphasizes the importance of integrating learning into everyday work processes, allowing employees to master new skills and improve performance without having to take time away from their tasks. Bersin identifies ten-year periods during which learning methods and technologies have evolved, which helps understand the evolution of learning approaches in organizations. Importantly, learning on the job promotes more effective information absorption and increases employee engagement, which ultimately leads to improved business results.

• 1980s — The first e-courses. The real possibilities of their use were significantly limited (even distributing them for teaching was inconvenient at the time), and a unified format like SCORM did not yet exist.
• 1990s — The birth of e-learning and the online university paradigm. With the spread of the internet and, importantly, the advent of browsers, corporate training shifted to expanded online course catalogs, which became the first distance learning systems. These courses were often lengthy, linear, and rich in media content, such as images, audio, or video. However, producing such content was expensive, and using it was still inconvenient—videos were constantly freezing and glitching.
• 2000s — Development of Video Content. The advent of iPhones, YouTube, social media, and, of course, massive open online courses (MOOCs) revolutionized learning in general and the corporate sector in particular. Employees now had the opportunity to independently and easily learn something. Because of this, the e-learning market had to adapt, including switching to video courses.
• 2010s — Development of Microlearning. Gradually, new forms of content and new theories, such as the "70:20:10" model, began to gain popularity. It was during this period that it became clear that most learning occurs not in designated time, but directly as you work. Cumbersome and inconvenient LMSs began to be replaced by more modern ones with user-friendly features.

The e-learning market is gradually adapting to new trends, borrowing elements from various e-learning platforms. Learning Management Systems (LMS) began to include features such as "topics," "recommendations," and "channels," making them more similar to services like Netflix and music apps. This gave rise to the concept of LXPs (Learning Experience Platforms). Josh Bersin believes that e-learning developers must take an important step in this direction to meet modern user demands and improve the effectiveness of the educational process.

People strive to access information and content that interests them—this is one of the key features of the internet. However, research shows that in the workplace, users rarely have the opportunity to consume content throughout the day due to time constraints. They prioritize tips, tricks, and tools that help them improve their productivity. This underscores the need for microlearning and training platforms that provide users with practical information and skills needed for professional growth. Thus, the future of learning in the workplace will involve the integration of convenient and targeted learning resources. The trend toward corporate learning is largely driven by the widespread problem of time pressure. With increasing tasks and an accelerated pace of life, many employees face difficulties managing their time. This is especially noticeable for those working remotely and without a fixed workspace where they can safely dedicate half an hour or an hour to learning. In such conditions, companies must adapt their training programs, offering flexible and accessible formats that will allow employees to learn effectively, regardless of their location and work schedule.

Corporate training, according to Bersin, has shifted to the concept of on-the-job learning. The essence of this concept is to provide employees with the necessary knowledge exactly when they need it and in a format convenient for them. This approach promotes more effective information absorption and increased productivity, as employees can learn in the context of their work and apply their acquired knowledge immediately.

Optimal employee training should occur when work issues arise and in the place where they are most often present. This could be a corporate messenger or a specialized platform—the resource they use most frequently. This approach eliminates the need to navigate between different knowledge bases and courses, facilitating access to the necessary content. The training system should be integrated into the familiar work environment, which will make the process of acquiring knowledge more efficient and convenient for employees.

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Josh Bersin discussed the new generation of corporate learning platforms, focusing on their significant impact on employee learning and development. In light of the rapidly changing labor market and company needs, modern platforms offer flexible and adaptive solutions that help organizations improve their employees' skills and increase their performance. Bersin emphasizes the importance of integrating technologies such as artificial intelligence and data analytics, which enable personalized learning and more effective progress tracking. These innovations contribute to the creation of a dynamic learning environment where each employee can develop in line with their individual needs and the company's goals.

The concept of learning by doing is not new

The method proposed by Josh Bersin has become well-known and widely discussed, but the concept of on-the-job learning has a long history. Previously, this approach was mainly used to ensure basic productivity, while the modern understanding includes deeper interaction and the integration of knowledge into everyday tasks. Work-based learning not only improves employee performance but also promotes their professional development, making it relevant in a rapidly changing labor market. Clark Quinn, Ph.D., CEO of Quinnovation, emphasizes the importance of Performance Support in the modern workplace. This concept involves directly demonstrating problem-solving techniques in real time. Meanwhile, Learning in the Flow of Work (or Workflow Learning) offers a more comprehensive approach that includes not only demonstrating practical solutions but also quickly explaining the principles and theories behind the actions performed. This approach enables employees not only to master current tasks but also to develop deeper knowledge and skills, which contributes to their professional effectiveness and adaptability in a rapidly changing work environment. Since the early 2000s, various frameworks for workplace learning have appeared on the market. One of the most well-known is the '5 Moments of Need' methodology, which covers five situations when employees require training. This approach was developed by Konrad Gottfredson, a learning strategist at Apply Synergies, and Bob Mosher, the company's CEO. The methodology emphasizes the need for training in real-world work settings to improve employee efficiency and productivity.

Such times include:

• emergence of a new task;
• mastering new information;
• application of new knowledge and skills in practice;
• emergence of a problem;
• retraining (especially when people are acquiring skills to replace familiar and deeply ingrained ones).

These stages of the work process represent moments when employees need direct assistance and access to learning resources to successfully complete their tasks. Providing them with relevant materials and support is essential to improve their performance and outcomes.

Learning methodology is about delivering relevant knowledge when it is needed, and doing so as quickly as possible. Konrad Gottfredson and Bob Mosher argued that accessing information should take no more than two clicks and ten seconds, especially in the context of e-learning. This implies that all resources, especially electronic ones, should be easily accessible and at hand to ensure the effectiveness of the learning process.

The title "5 Moments of Need" could have become popular, but Josh Bersin's term proved more popular and has become widely used. The reasons for this lie in the author's fame and apt formulation, as well as the fact that he proposed this term during a transitional period when traditional off-the-job training became less relevant. Bersin initially used this term to denote the stage of technological development in corporate training, focusing on easy access to content. However, today this term encompasses both technological aspects and methodological approaches to training.

The era of traditional off-site training has become a thing of the past with the transition to remote work. Now, training occurs directly during work tasks. Employees acquire the necessary skills by completing real-world assignments, which minimizes the impact on their productivity. Lisa Bodell, head of the educational accelerator FutureThink, noted in an article for Training Industry in 2022 that many companies have already implemented the concept of Learning in the Flow of Work, providing access to training directly during work. This allows employees to develop and improve their skills without being distracted from their main tasks.

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Developing leaders in a company without interrupting their main work: the experience of Gazprom Neft

In today's corporate world, it is important to develop Develop employees' leadership skills without interrupting their workflow. The Gazprom Neft case demonstrates effective methods for achieving this goal.

The company employs various approaches to training and development, including mentoring, internal training, and professional development programs. These initiatives allow employees to develop their skills and abilities in real-world work settings, which contributes not only to their personal growth but also to the overall effectiveness of the team.

Furthermore, Gazprom Neft actively uses digital platforms for distance learning. This allows employees to acquire new knowledge and skills at a time convenient for them, without being distracted from their duties.

Thus, Gazprom Neft's experience demonstrates that leadership development is possible without interruption from work, using modern technologies and approaches to training. This not only contributes to the growth of employee competencies but also has a positive impact on the overall company's performance.

Why on-the-job training is more than just a synonym for microlearning

In 2019, Alfred Remmits, CEO of Xprtise, addressed an important issue in corporate training. He noted that training managers and their providers often misunderstand the concept. Instead of truly supporting employees, they merely modify the format of lessons, offering short videos lasting a few minutes that can be viewed at any time. At best, they arrange for support from mentors or coaches. However, this approach is ineffective because it often fails to address the real knowledge needs of employees that arise as they perform work tasks. Corporate training must be adapted to the specific conditions and challenges that employees face in their daily work.

Ideally, an employee faces a complex task and, within minutes, finds relevant training content related to the issue at hand. This could be a manual, a video lecture, or a contact information for an internal expert who can be quickly consulted. Furthermore, the system can automatically recommend relevant materials, facilitating access to the necessary information. This makes the learning process more efficient and faster, which contributes to increased employee productivity.

Microlearning is often confused with on-the-job training, although these concepts have different meanings. Microlearning is a method in which an employee masters material in small chunks at a convenient time, for example, by watching short video lectures. This approach is not necessarily related to current work tasks. In contrast, on-the-job training emphasizes direct connections to real-world challenges the employee faces in their work. As Clark Quinn notes, the key difference lies in the context of knowledge application. Microlearning can be a useful tool that complements on-the-job training, but the two are not synonymous. The optimal combination of these methods can improve the overall effectiveness of employee training.

How to Organize Work-Based Learning

Work-based learning is based on creating a favorable environment and adhering to the principles of on-the-job learning. Key conditions for effective learning include support from management, access to the necessary resources, and the opportunity to apply knowledge practically. Creating a culture of continuous learning helps to improve employee professional skills and improve overall team productivity.

Work-based learning is based on three key principles, which Helen Tupper and Sarah Ellis detail in their article for Harvard Business Review. These principles help create an effective environment for employee learning and development, facilitating the enhancement of their professional skills and career advancement. It is important to consider that this approach not only improves productivity but also contributes to the formation of a culture of continuous learning within the company. Integrating these principles into everyday practice can significantly increase employee motivation and engagement, which in turn leads to improved overall business results.

• Learning should be embedded directly into the workflow—it's important that it doesn't distract people, but is integrated into their regular tasks.
• Learning should be active—those learning are interested in it; they don't wait for colleagues from the L&D function to bring them a course and tell them to take it, but rather search for what they need now.
• Learning becomes the norm in the work process—this happens if a company has built a learning culture, and responsibility for results lies with the entire team.

Clark Quinn clearly outlined the principles that became the foundation of his approach to training and development. These principles emphasize the importance of adapting educational processes to changing conditions and the needs of learners. Quinn emphasizes the need to integrate technology into training to make it more effective and accessible. He also emphasizes the role of experience and context in learning, believing that active participation and immersion in the material contribute to better knowledge acquisition. These ideas remain relevant and in demand in modern educational practices.

• Availability of resources. Employees shouldn't have to worry about where to look for information; they should be able to find it easily.
• Minimalism. There should be just enough information for a person to use it to complete a work task right now, satisfy their need, and better understand how to do this in the future.
• Understanding the needs of employees. For example, information about their experience, knowledge, and the context of their work is needed. This is exactly what personalization of training programs and recommendation systems in LXP are usually used for.

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Development marathons in corporate training: features and advantages of the format

Development marathons in corporate training represent Marathons are intensive programs designed to quickly and effectively acquire new skills and knowledge. These training formats allow employees to immerse themselves in relevant topics in a short period of time, which contributes to their professional development and improved work performance.

The main goal of marathons is to create a dynamic educational environment where participants can actively interact with each other, share experiences, and receive feedback from experts. This approach makes the learning process more engaging and productive, which, in turn, facilitates better assimilation of the material.

Development marathons in corporate training can cover a variety of topics, including project management, leadership, communications, and many others. This format is suitable for companies seeking to quickly adapt to market changes and improve the professional skills of their employees.

The introduction of marathons into corporate training not only increases employee knowledge but also strengthens team spirit, which has a positive impact on the overall atmosphere within the company. This approach to learning is becoming increasingly popular among organizations seeking innovation and development.

To implement this approach, it is necessary to create an appropriate environment. Konrad Gottfredson proposed three models that can help achieve this goal. These models serve as the basis for creating an effective environment that promotes successful task completion.

The experience acceleration model is based on the classic training format, which includes seminars, workshops, and online courses. However, the key is the practical application of new knowledge in real-world work settings. Employees achieve better results and complete tasks faster when they have the opportunity to learn directly through practice, interacting with real work situations. This approach promotes deepening understanding of the material and the development of the skills necessary for effective work.

Workflow. In this case, employees acquire knowledge and skills directly through the performance of core tasks. This approach promotes practical learning and allows workers to effectively apply theoretical knowledge in real-world situations. Thus, learning occurs within the context of work, increasing its relevance and effectiveness.

GEAR is a model that combines the concepts of experience acceleration and workflow. The name GEAR symbolizes the harmonious interaction of all elements necessary for effective work. The model emphasizes process optimization, enabling users to achieve maximum productivity and improve work quality. GEAR helps establish a sequence of actions, ensuring a smooth flow from one task to the next and minimizing time spent. Using this model contributes to more effective project management and improves overall team performance.

• G (Gather) — formal online learning;
• E (Expand) — in-depth learning through a variety of activities and practice;
• A (Apply) — applying new knowledge in the workplace;
• R (Report) — reporting and receiving feedback.

All three models provide the necessary flexibility, allowing people to successfully combine study and work. This creates optimal conditions for developing professional skills and improving qualifications, which is especially important in the modern world. The flexibility of these models promotes the efficient allocation of time and resources, which in turn leads to improved results in both educational and professional activities.

A suitable environment and infrastructure are only part of the conditions for the successful implementation of workplace learning. LearnGeek founder JD Dillon identifies several key factors to consider before implementing this concept. It's crucial to address employee needs, tailor training content to the specifics of their work, and ensure the necessary resources are available. It's also essential to create a culture of continuous learning within the organization, which not only contributes to employee development but also improves the overall performance of the company.

• It's important to educate people that learning is more than just a classroom activity.

Changes in training formats will also impact company stakeholders. They will need to justify the transition from standard training to new learning methods. Employees also need to be prepared for training in the updated format to ensure their effective development and adaptation to change.

• Make learning a priority.

On-the-job training is an important tool for closing the skills gap. However, its effectiveness depends on the extent to which organizations are prepared to prioritize learning alongside achieving business results. Many companies currently face the problem of undervaluing the training and development (T&D) function, as there is a communication gap between the business and training. To successfully implement training programs, it is necessary to establish a dialogue between these areas and demonstrate the value of investing in employee development.

• Design more personalized training.

Work processes within a single department can vary significantly, which requires an individualized approach to training. On-the-job training cannot be universal and the same for all employees. It is important that the training program is flexible and adaptable to the specific needs of each employee. This approach promotes more effective assimilation of knowledge and skills, which ultimately has a positive impact on the overall performance of the team.

• Focus on curating existing training content rather than creating new one.

Efficient use of an extensive base of training content requires a well-thought-out and intuitive navigation and technical support system. Without addressing these issues, even with an increase in the number of courses for employees, the result will be minimal. This aspect is currently being actively discussed by experts in the field of corporate training. J.D. Dillon emphasizes the importance of creating an infrastructure that connects employees in need of training with internal experts and stakeholders. Ready-made courses should be provided exactly when they are truly needed.

• Ensure the support of managers and executives.

This last aspect is standard for corporate training, but its importance cannot be overstated. Effective employee training is impossible without the support of immediate managers. If they view training as a waste of time, this negatively impacts the process. Therefore, one of the key tasks of corporate training managers is the development and training of executives. They must recognize the importance of educational programs, understand their benefits, and actively facilitate the process. Ideally, managers should become coaches who facilitate the learning of their subordinates, which in turn will improve the overall productivity and effectiveness of the team.

Clark Quinn formulated a key principle of on-the-job training: "It must be intelligent, otherwise it will become another hype that misleads and leads to unnecessary costs. For conceptual clarity and continuous improvement!" This approach emphasizes the practical application of knowledge and skills, which avoids empty promises and focuses on the real effectiveness of training. It is important that on-the-job training is aimed at achieving specific results, which contributes to both the personal growth of employees and the overall effectiveness of the company.

The approach to on-the-job training should be implemented in the company not as a mere formality or a fashionable trend, but with a real purpose. Heads of T&D and L&D functions should not simply report on the transition to this method at conferences. It is important to use this approach where it is truly needed and appropriate. Successful implementation will require serious preparation and attention to the organization of the learning process.

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