Why is it (not) good to learn?
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August 6, 2021
The year 2020 has revolutionised the way we work. The "home office" is no longer the privilege of a lucky few, but has become the norm. However, not only has our work schedule and working day changed, but also the fact that how and why we learn.
Of course, the many changes have also led to a high turnover of staff, so there will be an increasing need for qualified staff. Still, the Cost British consultancy firm according to the survey In 2020 25% of employees have not received any (!) internal training.
The survey questioned 1,033 British workers from a range of industries, from the public sector to business. I think the results are more than instructive.
While one in four workers missed out on training opportunities (almost double the 2019 figure), only one in two feel they received as much training from their employer as they needed.
As a result, one in three workers feel stuck in their career and one in four said that the lack of support from their manager was a serious drag on performance.
Interestingly - mainly because of COVID - people are started to feel more insecure about their jobs, their acquired position, so keeping it became the primary motivation for learning.
The survey shows that even though pay rises and job promotion have also doubled as a motivating factor, they are still only the second most important for learning new skills.
While females (42%) prefer classroom education more than males (35%), the preference for digital education has seen a massive increase.
While one in four workers missed out on training opportunities (almost double the 2019 figure), only one in two feel they received as much training from their employer as they needed.
As a result, one in three workers feel stuck in their career and one in four said that the lack of support from their manager was a serious drag on performance.
Unfortunately, most often internal training or support for individual development falls into the "nice to have" category, although it is clear that a higher and better educated worker can generate more income. Despite this simple basic truth 81% of the non-drivers could only attend less than 5 days of training in the last 12 months.
With the changed working patterns, we need to give all workers more freedom and support to have the time and opportunity to learn, whether individually, in groups or self-organised. We need to communicate this intention continuously.
Several studies have shown a strong correlation between knowledge sharing, learning-centred internal culture and job satisfaction, engagement, growth and performance. If you encourage learning, your investment will pay off quickly.
According to Microsoft research, 71% of UK employees said they would like to retain flexible working options after COVID. This is particularly important for mothers with children, who are the most vulnerable to redundancies. Moreover, if you allow them to learn and develop, with flexible working hours, you can count on their loyalty more.
Training participants quickly tire of learning, especially if the format and delivery is boring. Video content was the preferred choice of the survey respondents (71%), followed closely by e-learning (70%). However, it cannot be overemphasised that the more professional these learning materials are, the more effective the transfer of knowledge will be.
Workers want companies to invest much more time and money in their training, but they also want much more support from their superiors. Technical skills are still very important, but the development of soft skills is just as important, especially in a rapidly changing (workplace) environment.
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