The Mindful Approach to E-Learning

The Friday 5

Each Friday, RPS highlights five popular news stories from the world of training professionals. Visit our blog each week to see which stories were trending amongst your industry peers.

Can Leadership Be Taught? by Gregory LeStage
This is an old question, even a hackneyed one. Many might say that research and experience over the past decade or two demonstrate that leadership is far better learned than taught. On-the-job – and its first cousins action, experiential, and community learning – are held in the highest regard. The 70:20:10 model has long been this concept’s best known exponent. The “70″ refers to learning within the workflow; the “20″ refers to social learning (coaching, mentoring); the “10″ to formal skill development programs. Deemed the most impactful, workflow learning is rewarded the greatest proportion. But the very fluidity of the 21st-century workday – with all of its sudden dams and deltas – makes intentional, mindful learning within it difficult for most organizations to channel. And then there’s the stiffer challenge of embedding this learning mode in how a company operates on a daily basis.

Chief Learning Officer
The Mindful Approach to E-Learning by Andrea Park
To take advantage of the many perks inherent to e-learning and to implement various virtual options in the marketplace, learning leaders must approach technology mindfully. “We can’t avoid powerful, technology-enabled learning platforms, and in fact they’re getting better and better each and every year in terms of their ability to engage learners,” said Mary Campbell, assistant vice president of talent and organizational effectiveness at the University of Southern California. “But we need to enable technology, help it evolve and figure out as an organization, as a group of co-workers, how to get better and better at this.” Campbell said one major issue is the generation gap. While the emergent workforce is quite comfortable with technology, older generations may have a bigger challenge getting comfortable with new modalities like virtual learning.

Harvard Business Review
How to Participate in Your Employee’s Coaching by Ben Dattner
Once upon a time, executive coaching was viewed as a remedial intervention for executives and managers who needed to be “fixed” in some way. Managers were not expected to be particularly involved in the coachee’s exploration or journey. Coaching was even sometimes viewed as “outsourcing” the management of a difficult employee. But today, executive coaching is often viewed as a strategic investment in human capital – a perk reserved for employees with high potential — and managers have realized that they need to participate in the process. If you are a manager with a direct report who is working with an external coach, there are several things you can do at the beginning of a coaching engagement to help make it successful.

Why Managers Need to Be Career Coaches by Linda Ginac
If you’re a manager trying to improve the engagement and development of your employees, career coaching is one of the best ways to make a lasting difference—not only for the employee and their career development, but for the positive business value delivered to your organization as well. Research conducted by Bersin by Deloitte revealed that organizations where senior leaders “very frequently” coach had 21 percent higher business results. Further, organizations with “excellent” cultural support had 13 percent stronger business results and 39 percent stronger employee results. Why is career coaching so important for managers and their organizations? There are four key reasons why it should be a part of every manager’s skill set.

Training Zone
Why team building is important to your business strategy by John McCarthy
Throughout life, we all like to be made to feel worthy and appreciated, knowing that our presence is part of an essential drive towards a positive outcome. Within the workplace, job satisfaction is a vital element in ensuring the successful running of a business. In achieving this, it is important for an employee to feel needed, acknowledged and praised for their contribution to the progression of company objectives by rewarding them with recognition. Team building is a successful mechanism used to improve the relationship between management and workforce through a series of motivational and energetic events. So how can team-building events benefit your company infrastructure? Here are the top ten reasons why such practices are important.

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