Informal Workplace Learning: KMs and virtual environments
Concluding our overview of influences which are contributing to the emergence of informal and non-formal learning in the workplace. Yesterday, I discussed three of the five change factors influencing how learning activities are being implemented in the workplace:
1. Blended learning
2. Talent management
3. Web / Learning 2.0
4. Knowledge centers
5. Immersive learning simulations (serious gaming).
Today, I’m going to look at the remaining change factors.
Knowledge Centers
A knowledge center provide a central, just-in-time location for information. It is a single-focused interface with information about a specific topic, like IT applications, sales, or project management. A knowledge center is often a portal or part of the company intranet (like Moodle or SharePoint), or it is the knowledge management component of an LMS like BlackBoard. Knowledge Centers are where information workers go for FAQs, the latest tips, tricks and how-to’s, links to external resources, relevant information, and other resources about a specific topic that may not be directly related to a formal course (see Figure 1).
Figure 1 Employees Find Help In A Knowledge Center
Sites must be useful, up-to-date, and responsive to employee needs. An organization must decide on the most important knowledge center topics, create a user-friendly site, and populate it with information. A designated person must be responsible for maintaining the knowledge center portal and identifying new information and material for the site. Survey employees about their needs and provide a feedback box on the site.
Immersive Learning Simulations: Serious Games
Simulations are models of the real world. Add pedagogically sound content, learner interaction and involvement, and a gaming element — all focused on achieving a learning goal — and the result is an immersive learning simulation (ILS).
The challenge is getting the right mix of learning and gaming. Today’s most immersive learning simulations are custom creations from a specialized vendors, and they are more obviously expensive than traditional e-learning content development. Achieving the right balance between the gaming and learning components takes expertise from three professionals: a subject matter expert, an instructional designer, and a game developer, all working closely together.
As more immersive 3D social networking environments like Second Life (2L) become available, serious gaming will become a more common modality for non- and informal learning. There are some problems associated with the environment, however. According to Bill Brandon (2007, p.7)
for typical non-students (employees) sitting through a slide-presentation-and-lecture in Second Life is no more effective (and likely less so) than sitting through the same dog and pony show in a physical space.
With this in mind 2L does have potential; e-learning practitioners can use it to create effective constructivist learning environments. For example, if you have a requirement similar to this for sales training, negotiation skills, diversity training, or any other communication- based skill, Second Life might be all you need. Interactive learning activities (like simulations, immersive learning, and gaming) put employees in virtual yet authentic situations, where they can learn the skills and materials while also making decisions and getting immediate feedback on their choices.
The transformation of workplace learning means that organizations must develop informal learning as a resource for employees. As the younger workforce becomes a more significant part of organizations and moves into management positions, these people will demand different kinds of learning opportunities and tools to get to learning resources quickly.
Figure 2 VLE on 2L
They expect to control much of their own learning, so learning professionals must offer an range of useful up-to-date resources inside and outside the organization for information, knowledge, and training. If employees don’t see these learning resources as part of their organization’s talent management and development programs, the chances are that they will move to more progressive companies that will acknowledge their learning and career development needs.
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References:
Brandon, B. (2007) ‘Give Your e-Learning Some (Second) Life: Simulation Made Easy.’ eLearning Guild. [Internet] Available from: http://www.elearningguild.com/articles/abstracts/index.cfm?action=viewonly2&id=246 (subscription required). Accessed 19 March 2009
Schooley, C. (2008) Informal Methods Challenge Corporate Learning [Internet] Available from: http://www.forrester.com Accessed 12 March 2009
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April 03 2009 01:57 pm | e-learning
