The HR profession and the skill of learning to learn
In today's fast-paced, ever-changing workplace, the role of human resources (HR) professionals has evolved significantly. No longer limited to recruitment, payroll, and compliance, HR has become a crucial driver of organisational culture and employee
In today's fast-paced, ever-changing workplace, the role of human resources (HR) professionals has evolved significantly. No longer limited to recruitment, payroll, and compliance, HR has become a crucial driver of organisational culture and employee development. One of the most critical areas of focus is fostering a culture of continuous learning. Among the many skills needed in the modern workplace, the ability to learn to learn has emerged as vital for both employees and HR professionals themselves. This skill is especially important as it empowers individuals to adapt, innovate, and thrive amidst technological advances and the rapid shifts of the digital age.
The Importance of the Skill of Learning to Learn
The skill of learning to learn involves cultivating a mindset and ability to adapt to new information, refine skills, and adjust to change. It goes beyond traditional education and requires a proactive approach to acquiring new competencies. This is where the 'Skill Learning Cycle' comes into play-a cycle of reflection, feedback, and action that drives self-directed learning and continuous growth. HR professionals can use this cycle to help employees better understand their strengths, identify areas for improvement, and turn feedback into actionable development plans.
In today's dynamic work environment, learning must be continuous and fluid. The ability to learn independently enables employees to stay updated with the latest industry trends and technologies, making them more adaptable and innovative in their roles. HR professionals can play a key role in embedding this approach within their organisations, helping employees embrace change and build resilience in the face of uncertainty.
The 70:20:10 Learning Model in HR Development
The 70:20:10 model of learning, as illustrated in one of the visuals, provides a practical framework that HR professionals can utilise to foster a culture of continuous development. Initially developed in the mid-1990s by Robert Eichinger and Michael Lombardo in their book The Career Architect Development Planner, this model suggests that 70% of learning takes place through on-the-job experiences, 20% through social interactions and feedback, and 10% through formal, structured training.
This blend of learning approaches allows employees to integrate what they learn directly into their work, making learning more relevant and effective. For instance, through workplace experiences, employees gain critical problem-solving skills, develop a deeper understanding of their roles, and build confidence. Social learning, which encompasses mentorship, coaching, and feedback, further enhances this process, enabling individuals to learn from each other and refine their approaches. Structured learning, while only a small portion of the model, remains essential. It provides the foundational knowledge and formal skills that can be applied in everyday tasks. HR professionals can maximise the impact of formal learning by ensuring it is closely linked to real-world applications, making it easier for employees to see the direct benefits of their development efforts.
From Role-based to Competency-based Approaches
In addition to the shift towards continuous learning, there is a growing need to move from traditional role-based approaches to competency-based models. The role-based approach focuses on hiring for specific positions, such as a software engineer, whereas a competency-based model focuses on the skills and values that individuals bring, such as coding proficiency, management ability, and a commitment to values like diversity and autonomy.
By adopting a competency-based approach, HR professionals can better align the skills of their workforce with the evolving needs of the organisation. This approach allows employees to develop a broader set of skills that can be applied in various roles, increasing their versatility and adaptability. It also ensures that employees are prepared for future roles that may not exist yet, a crucial aspect in a world where technological change is constant.
Education 4.0 and 5.0: Preparing for the Future
As we navigate the digital age, the concepts of Education 4.0 and Education 5.0 become increasingly relevant to the workplace. Education 4.0, characterised by innovation-based education, emphasises the need for creative problem-solving and critical thinking. It moves beyond the knowledge-based approach of Education 3.0 and is driven by digital tools and platforms that enable personalised learning experiences.
In this context, HR professionals have the responsibility of creating a workplace that supports innovation-based learning. By integrating digital learning platforms, encouraging creative problem-solving, and fostering a growth mindset, HR can ensure that employees are equipped to navigate the challenges of the modern workplace. This includes enabling employees to develop digital literacy and analytical thinking, essential for the rapidly changing digital landscape.
Looking further, Education 5.0 takes the principles of Education 4.0 a step further by emphasising human-centred innovation. It blends technological advances with a focus on human well-being, ethical considerations, and sustainable development. In the workplace, this means fostering environments where technology serves people, not the other way around. HR professionals are key to promoting this balance, ensuring that the use of digital tools enhances human creativity and emotional intelligence while maintaining a focus on the well-being of employees.
Adapting to the Law of Accelerating Returns
The Law of Accelerating Returns underscores the need for continuous learning. As technological progress accelerates, the gap between technological capabilities and human skills can widen. This makes the skill of learning to learn even more critical, as individuals must continually adapt to keep up with new developments.
HR professionals must stay ahead of this curve by providing opportunities for employees to reskill and upskill, ensuring they are not left behind by technological advances. This involves creating learning pathways that are adaptable and closely aligned with the future needs of the organisation. By leveraging insights from industry trends and emerging technologies, HR can guide employees through the transition from traditional skills to those required for the future of work.
The role of HR in fostering a learning-oriented culture cannot be overstated. As we advance into a future shaped by Education 4.0, Education 5.0, and rapid technological change, the ability to continuously learn will be the key differentiator between organisations that thrive and those that struggle to adapt. By adopting frameworks such as the 70:20:10 model, shifting from role-based to competency-based approaches, and emphasising the skill of learning how to learn, HR professionals can ensure their workforce is prepared for the challenges and opportunities of the future.
In doing so, HR becomes not merely a manager of processes but a facilitator of growth, empowering individuals to take ownership of their own development. This approach is not only advantageous for employees but also essential for the organisation's long-term success. A workforce capable of continuous learning, innovation, and adaptation will be the cornerstone of any organisation aiming to flourish in an ever-evolving world.
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