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Many organisations are aware of the need to identify and implement the ‘right solutions’ to leverage workplace learning. With the increased focus on informal learning as a sub-set of workplace learning, there is now evidence to suggest that these approaches provide excellent opportunities to meet the challenges of rapidly changing business needs, tightening training budgets, and closer linkage to individual, team and organisational performance than many traditional formal learning & development approaches.

The 2010-2011 EFMD Workplace Learning Special Interest Group (SIG) initiative has been launched in 2010-2011 in response to these identified needs.

Discover the 2011 “Workplace Learning” report conclusions.

Its focus was to identify the key levers, tools and solutions that can help build sustainable employee capability beyond the confines of formal training and development courses and programmes. Twelve companies addressed various approaches that could be used in a number of areas and shared their challenges and experience.

The SIG brought together:

Global Focus magazine dedicated a special issue of nine articles putting in perspective different aspects of social and informal learning and their impact on the workplace.

The outcomes of this SIG were been shared within the wider network through the Future Series Webinars:

  • “The 70:20:10 Model in Action”
    by Charles Jennings (May 2011)
  • “Lessons from the EFMD Workplace Learning Special Interest Group”
    by Charles Jennings, Peter Casebow and Ann-sophie Cremers (June 2011)
  • “Corporate Learning in Borderless Workplace”
    by Josh Bersin (September 2011)
  • “The Power and Potential of Social Learning”
    by Jane Hart and Eric Davidove (October 2011)
  • “From LMS to Personal Learning Networks”
    by Richard Straub, Martin Moehrle and Charles Jennings (November 2011)

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