Learning and Development (L&D) activities are critical for both individual and organisational success. However, the efficiency of these programmes is sometimes limited by their disconnection from employees’ regular routine. This article examines the concept of “learning in the flow of work” and provides five practical, research-based strategies to assist future managers in developing L&D programmes that provide concrete benefits.

• Make Learning Relevant ????

According to research, the more detached the learning setting is from its application, the less likely the learner is to retain and apply the acquired skills or information. Traditional L&D programmes are frequently held outside of the workplace, making it difficult for employees to integrate what they’ve learnt to their regular activities.

To combat this, future managers should attempt to contextualise learning into employees’ normal routines. This could be accomplished through customised training programmes or “learning meetings” in which teams discuss new concepts and how they can be implemented inside the firm. ????????

• A Gentle Nudge Goes a Long Way ????

Nudges, or little reminders, have been shown to be useful in a variety of settings, including education. Short, concise reminders given via email or push alerts can assist keep the learner’s mind on the learned principles, boosting the possibility of application.

Future managers should make sure that these nudges are succinct, clearly related to the learnt concept, and conclude with a call to action that encourages quick implementation of the notion. ????????

• Reflect and Retain ????

Reflection is an important aspect of the learning process that is frequently disregarded in traditional learning environments. Future managers should inspire learners to consider how they may apply what they’ve learned in the workplace.

Setting aside time at the end of each week for reflection might help staff better grasp and apply new information. ????????

• The Power of Micro-Learning ????

Breaking down training content into smaller, more consumable portions improves learning and retention. Rather than presenting an entire subject to employees at once, effective L&D programmes put ideas in a framework that can be served in bite-sized quantities.

Employees could be encouraged by future management to attend short online courses that can be easily fit into their weekly agendas. ????????

• Measure to Improve ????

Future managers must track each learner’s progress in order to determine the return on investment in L&D initiatives. This includes conducting pre- and post-assessments as well as measuring real-time behavioural changes.

Remember that learning is an individual process with vastly varying outcomes. Individual outcomes aggregated at the team or organisational level can aid in determining the overall effectiveness of a learning programme. ????????

To summarise, typical L&D courses can require excessive time commitments while failing to demonstrate a demonstrable impact on important corporate outcomes. Future managers must invest in programmes that prioritise ROI, enabling people to learn not in the abstract, but directly in the flow of work, to construct L&D that works.

Call to Action ????

1. Aspiring managers, it’s time to reconsider your approach to learning and development. Begin by incorporating learning into your team’s everyday process. Remember that the key is to make learning relevant, to nudge on a frequent basis, to encourage reflection, to use micro-learning, and to track progress. 

• Please share your thoughts with us. Have you tried any of these methods? What was successful and what was not? Let us learn together and shape the future of learning and development.

• Use a skills matrix to understand the current level of capability per team member.  Also with this amazing template you can set clear ‘upskill’ targets and produce one page development roadmaps for your team members: https://skillsmatrixtemplate.com

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