Title Workplace Learning
Subtitle How to Build a Culture of Continuous Employee Development
Author Nigel Paine
ISBN 9780749482244
List price GBP 29.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 248
Book size 159 x 235 mm
Publishing year 2019
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status
About the book
  
 

Reviews:

“This book puts its finger on something I have long held to be hugely important: the significant difference a learning culture contributes to performance at both an individual and organizational level. I would recommend that every learning leader reads this book and absorb its lessons. It is an easy, yet profound, read and anyone interesting in strengthening the talent agenda and increasing the power and impact of learning in their organization should grab this book with both hands. I think that it will have a significant impact on large numbers of staff in L&D, HR, talent and organizational development.”

Elliott Masie Host and Curator of the Learning Conference, Corporate Learning Expert and Guru, Head of the Masie Center Saratoga Springs NY

 

“As we evolve from a predictable Find-it-Out world to an unpredictable Figure-it-Out one, the need to cultivate a learning culture in organizations becomes increasingly acute. Thankfully, in this masterful book, Nigel Paine has created a blueprint to do just that. Within these pages you will find a sound synthesis of the theory and research on what is required to build a learning culture and practical case studies that bring these ideas to life in a clear and compelling way. If you’re learning strategy calls for building a more responsive, resilient and agile organization, ignore this book at your own peril.”

Prof. Tony O’Driscoll, Fuqua School of Business, Duke University

 

“I loved this book. It is right on the note. In a world that doesn’t change, there is no need to learn. For creatures of all kinds learning serves to adapt us to our surroundings, so in a world of daily change we must become everyday learners. Everyday learners can only flourish in a culture that visibly values learning - one where the essentially playful, exploratory, and collaborative nature of learning is celebrated. A culture where people are engaged in learning. Read this book if you want to work out how to build such a culture of learning.”

Nick Shackleton-Jones PA Consulting

 

Workplace Learning is a powerful book that makes a compelling and well-researched case for reviving-and modernizing-the concept of the ‘Learning Organization’. Building an organization that has learning as a habit, and sharing insight as a pre-requisite, is the easiest and most cost-effective means of sustaining innovation and unleashing creativity. This book provides the building blocks to achieve this and is an important addition to the talent agenda.”

Annie McKee, Author of How to Be Happy at Work

 

“Nigel Paine’s excellent book provides a deep dive into issues of learning culture that should be the prime focus of every Chief Executive and every learning leader across the globe. In today’s world, the speed at which organizations learn is their only guarantee for success. This well-researched book presents a compelling case for organizations to create a culture of continuous workplace learning. It outlines the major workforce strategies organizations need to survive and thrive.”

Charles Jennings, co-founder, 70:20:10 Institute

 

“In Workplace Learning, Nigel Paine has written an enjoyable and thought-provoking work on how organizations can thrive when they focus on building a learning culture.This book is not only relevant, but also powerful in making the case that culture is still one of the most important attributes when fostering continuous learning, which is so critical in the workplace now and in the future. I cannot recommend this book highly enough.”

Kelly Palmer, Chief Learning Officer, Degreed

 

“The history of organizations that have succeeded in sustaining growth and high performance over the long term suggests that one of the fundamental enablers is having a culture of learning. This insightful and immensely practical book sets out a compelling case for building a learning culture, and more importantly, shows how to do it.”

Gillian Pillans. Director of Research: Corporate Research Forum


Description:

For a company to compete effectively in today’s business environment, its employees need to be adaptive and agile so they can develop the required skills and knowledge. To achieve this, L&D professionals must create a culture of workplace learning that encourages employees to constantly develop. This means moving away from the traditional approach of simply offering a catalogue of courses to embedding learning in every part of the company. Workplace Learning is a practical guide to all aspects of developing a culture of continuous workplace learning, from how to introduce and implement this culture to how to develop it.

Showing that learning is not finite and is instead something that all employees should be doing continuously throughout their careers, Workplace Learning covers how to identify key areas to focus the most effort on, measure success and determine next steps. It also outlines how to use technology to support workplace learning from MOOCs through to apps such as Knewton and Degreed. Packed with case studies from organizations who have effectively established outstanding workplace learning including Microsoft, PriceWaterhouseCoopers (PwC), HT2 and The Happy Company, this is essential reading for L&D professionals looking to make a real difference to the development of their staff and the future success of their organizations.


Contents:

Preface

Acknowledgements

Introduction

PART ONE: Exploring the concepts of learning culture and learning organization

Chapter 1: Where did a learning culture come from? • Context • The link between organizational culture and learning culture • The change of CEO at Microsoft • Organizational culture and learning culture • Building learning cultures: a conversation with Naomi Lockwood • Using the ART model • Summary • Learning and innovation • Developing a learning culture using Marcia’s Conner’s inventory of a learning organization • Marcia Conner’s parameters • Looking wider: Kofman, Bersin and Towards Maturity • Towards Maturity and Laura Overton interview • What can you take from this chapter? • References

Chapter 2: Senge and The Fifth Discipline • Introduction • Context • What is The Fifth Discipline? • What are the five disciplines? • Seven learning disabilities • Senge’s 11 laws • Conclusion • Key learning • References

Chapter 3: Bob Garratt and The Learning Organization • Context and introduction • Learning and the workplace • Learning and the rise of the smart worker • The development of conscious and continuous learning • The six pre-conditions for a learning organization • How do people excel at work? • Is the idea of a learning organization dead? • How to build a learning organization • Polaroid and sensitivity to change in the external environment • Learning and agility • Conclusions • Garratt and Senge • What can we learn from Senge and Garratt? • Key learning • References

Chapter 4: What are the core components of a learning culture? • Introduction • Part 1: What are the key components of a learning culture? • Collaboration and innovation • Intrinsic and extrinsic motivation and collaboration • Defining collaborative organizations • Part 2: Common mission, vision and purpose —a conversation with Kelly Palmer • Part 3: The core underpinning process: trust — a conversation with Julian Stodd • Conclusions • Key learning • References

PART TWO: Case studies: learning culture in action

Chapter 5: Lubricating learning: a case study of the WD-40 Company • Introduction • Learning and values • The learning culture • What is the company like to work for? • The leadership approach • How to build a learning organization: lessons from the WD-40 Company • Conclusions • References

Chapter 6: Happy Ltd and HT2: learning culture in action • The background to Happy Ltd • The happy ethos • What do the staff think? • HT2 Labs: how enabling learning enables a learning organization • A conversation with Emma Sephton, product manager at HT2 • Conclusions • Does being happy at work align to a learning culture? • What are the key lessons that you can take away? • References

PART THREE: Building a learning culture: a gyroscope for organizational effectiveness

Chapter 7: Work and learning • A model for the development of a learning organization • How do we understand a learning culture? • Explaining the model • References

Chapter 8: Why technology is an essential component of a learning culture • Setting the scene • The inflection point has been reached • Machine intelligence: algorithms and personalization • Learning and media distribution models converge • The nature of the learning landscape • What are the trends in technology? • Sixteen key elements of a learning culture • How do you implement technology effectively? • Conclusions: working out what is needed and making progress • References

Chapter 9: What are the essential components of a learning culture? • Where to start and how to move forward • Ten steps to build a learning culture inside a learning organization • What can we learn from Senge and Garratt? • Ten tips for moving forwards • References

Further reading

Index


About the Author:

Nigel Paine is a change-focused leader with a worldwide reputation and extensive experience in leadership and consultancy with public service broadcasters, SMEs, global industry players, government and education institutions. He is the author of Building Leadership Development Programmes and The Learning Challenge.


Target Audience:

Useful for people interested in L&D, HR, talent and organizational development.

 
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