In today's knowledge-based society, learning more quickly than your competitors is one of the most important competitive factors. The digitalization process and the rapid and continuous change that accompanies it have given rise to a particular need for learning and constant adaptation of individual knowledge bases. This applies to both individuals (lifelong learning) and companies and organizations (learning organizations). In this, management approaches that focus on the knowledge, learning and competencies of staff members are coming to the fore.
These days, a significant proportion of learning and staff professional training and development occurs in the workplace. The 70:20:10 model was recognized as early as the end of the 20th century. According to this model, employees acquire 70 per cent of their new knowledge through attempting difficult tasks and addressing professional challenges. 20 per cent comes from the people with whom they work, through working together and observing how others approach particular tasks. Only 10 per cent of new knowledge is gained through traditional training methods such as seminars.
Instead of learning from work in isolation, we are actually seeking new knowledge when we need it according to our situation and needs. Informal learning also takes place in social networks, where people can exchange knowledge with colleagues or experts who may be identified through, for example, their forum contributions.
Companies need to stay abreast of this development. They have to engage with digitalization and the mechanisms of the knowledge-based society, and evolve into digitalized learning organizations. Studies, as well as sales, profitability and market appraisal figures, show that companies who are permanently changing and constantly learning are successful in the long term.
But what makes learning organizations so successful? Learning organizations accept changes and constantly respond to the requirements of the market. This means that a learning company is distinguished by its prompt recognition of opportunities and risks, and its ability to create relevant structures to take advantage of these opportunities and reduce these risks.
Today, the term "management" often refers to a style of leadership based on the command-and- control principle, which does not involve much participation. Therefore, flat hierarchies are usually the key to success in the digitalized working world. For a learning organization, however, this is not enough; a learning organization must completely embrace the process of breaking up and removing traditional structures.
In learning organizations, decisions are no longer made based on the hierarchical level, but rather according to levels of competence. At the same time, staff members with delegated responsibility retain the scope that they need to find the optimum solution. Staff members are totally involved in the decision-making process, and they always know which goal they are addressing and what concept underlies their work.
Learning organizations are therefore distinguished by extremely high levels of staff identification with the company and corresponding intrinsic enthusiasm and motivation to press forward and actively promote the future.
Change is the end result of all true learning.
All of these learning methods have been consolidated on one platform with People.OS. This platform enables your company to become a learning organization in which both your staff members and the entire organization are constantly developing – ensuring your success.
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Experts have long known that only 10% of effective learning is derived from formal learning situations such as seminars or e-courses. Really sustainable learning success is primarily achieved through peer-to-peer learning (29%), such as mentoring, and on-the-job learning (70%) – this is especially true, not for individual measures, but for the upskilling of the whole organization.
The People.OS Onboarding captures the individual corner stones of every user. From individual experiences and personal interests up to knowledge gaps. So the system is capable of providing the user with learning content that is highly context relevant for every user. Proactive and always at the right time.
By directly syncing self assessments and feedback driven peer assessments People.OS is capable of identifying individual gaps or advances and to provide learning content that exactly matches the needs of the employee.
People.OS is built on a holistic concept. It provides context relevant digital learning contents and furthermore suggests the right mentor and relevant project assignments that perfectly match the development goals of the employee.
In addition to digital learning content and mentoring, learning on the job is an important supporting element of sustainable learning success. People.OS proposes suitable projects for each staff member, on the basis of their individual requirements, for which staff with the relevant profile are required and in which he/she can apply their new knowledge and, at the same time, contribute to the success of the project.
The entire learning content of People.OS is semantically interconnected. On the basis of helpfully identified learning content, further relevant content is made available and recommended for each staff member on an individual basis. In this way, the platform ensures the constant further training of staff and provides individual learning paths for sustainable development.