The new just-in-time training

On the day that my husband and I got married, Paul finally decided that he needed to learn how to dance — if for no other reason than not to tear my dress. During dinner, he leaned over and asked me what song we had chosen for our first dance. I smiled and told him. Judging by the blank look on his face, I realized that he had no idea what I was talking about.

As beads of perspiration rolled down his cheeks he said, “Can you teach me how to dance to that tune?” Astonished, I realized he wasn’t joking! We found a quiet room, put a tape into a machine, and spent 20 minutes before our first dance just practicing. Years later, once I had been working in training and development for a while, I understood that our brief dance lesson was a form of just-in-time training.

Just-in-time training isn’t a new concept. In fact, it’s been around in one form or another for a number of years. Initially, just-in-time training was seen as courses that were offered ‘just in time’ for people to gain skills to deal with new technology, new products or a change in procedure.

The response to just-in-time training has been mixed, and many training and development professionals view just-in-time training with some degree of skepticism. They either see it as a form of training that has outlived its usefulness; or never recognized its potential from the beginning.

Yet, when just-in-time training is looked at from another perspective, it’s clear that the view is changing. Today there’s a push for training to respond to workplace problems, a push for training to be available to employees who need to learn new skills or brush up on existing skills — and that push brings us to self-directed learning. Self-directed learning is a modern term, alive with possibilities. Self-paced development gives employees and organizations new options for developing skills, knowledge and understanding around key competency areas.

Self-directed learning puts the onus back to employees to do something about their own development. It forces individuals to think about the skills they need to develop, and how they plan to move forward. Also, it forces them to think about it now — because now is when these skills are needed on the job.

As the field of training and development has expanded, so has the view of just-in-time training. It has grown out of the need to have information options open to employees beyond traditional classroom training. This may be because classroom training does not work for everyone, or perhaps appropriate classroom training is not always available when an employee needs it. Whatever the reason, just-in-time training (or self-directed learning) is designed to give employees different ways to get answers. It allows access to training, materials and experts on an immediate and as-needed basis.

Some companies have designed computer-based programs that employees can take during lunch breaks while sitting at their desks. Other organizations have listed “subject-matter experts” in their telephone guides to give employees the chance to meet with individuals who can provide coaching and support. Many companies have a list of books or articles around certain topics that managers and employees can access internally through the Internet, an intranet or an internal lending library. The new approach to just-in-time training is to take learning out of the classroom and to make it part of the employee’s approach to situations in general.

It’s clear that not all employees need to attend the same courses. It’s also evident that not all employees benefit from in-class training no matter what the subject or how it is taught. Just-in-time training adds a new dimension to learning and development by allowing the employee to select what works for him.

The benefits

So what are the benefits of just-in-time training?

•Learning becomes personal. Individuals have the opportunity to take charge of their own development, and they become accountable for not achieving results.

•Learning may become less expensive. The organization may incur fewer costs because employees may be less likely to attend a class than to read a book or work through a self-paced computer-based course.

•Learning options increase. Employees are no longer limited to a calendar of courses that are offered internally. They no longer have to wait for the ‘right course’ to come along.

•Learning becomes more interesting. Each employee can select the method of learning that’s right for her.

•Learning is focused on practical applications. Employees look for ways to improve or develop skills that are immediately useful on the job.

The consequences

But where there are benefits, there are always consequences.

•Does the learner really learn to apply the skill or knowledge that is outlined in the training?

•Does the learner complete the training?

•Is there a long-term learning benefit, or is the learning just for the moment?

As with any skills-development, learning must be supported on the job to have value. Although just-in-time training becomes the responsibility of the learner, the manager must also take more of an interest in the developmental activities of each employee to ensure that the learning is supported.

Encouraging self-directed learning

There are many ways to introduce and encouraged self-directed learning:

•Set up a training database on the company intranet where employees can access an online course to acquire new skills or take a refresher course;

•Have a self-directed learning bulletin board that allows employees to post ideas, questions, tips and accomplishments;

•Write a just-in-time article of tips and suggestions around a hot topic for an employee newsletter;

•Create a learning centre where employees can borrow books, audio tapes, videos and magazines related to the industry and to the roles that employees play;

•Keep a list of useful articles and their sources in an e-mail chat room that employees can access from their desktop;

•Update the company telephone directory to highlight subject matter experts, internal coaches and mentors who are available to answer questions;

•Set up mentoring partnerships that allow employees to coach each other regularly and informally; and

•Give employees signs for their desks that let others know that there is learning in progress; and

•Build the idea of learning and development into the culture of the organization by recognizing the self-directed learning that happens.

When selecting a program for an organization, be creative and allow employees to decide what best suits their individual learning styles and needs.

For many people, the traditional approach to learning stifles creativity and decreases their desire to learn. Employees of the future need to take more responsibility for their own learning and development.

Are you a self-directed learner?

Before you think about cancelling your next course, ask yourself the following questions:

1. Are you organized?

Yes _____ No _____

2. Do you enjoy reading to support your learning?

Yes _____ No _____

3. Do you prefer learning on your own?

Yes _____ No _____

4. Do you set personal goals and work towards achieving them?

Yes _____ No _____

5. Are you motivated to learn a new skill?

Yes _____ No _____

6. Do you love learning for learning’s sake?

Yes _____ No _____

7. Do you like to learn as part of a group?

Yes _____ No _____

If you answered Yes to most of these questions, you’re probably a self-directed learner. To ensure your success, try following the tips outlined in the box below.

Tips to become a self-directed learner

•Set goals. Figure out what you want to learn and why.

•Set deadlines. Decide when you want to learn. Prepare a calendar with short and long-term deadlines. Then stick to it.

•Find a learning buddy, someone who is willing to help you master a skill, and will push you when you least want to learn.

•Be proactive. Stay focused and on track. Ask for feedback.

•Keep a learning journal. Figure out where you learn best and why. Write down questions to ask yourself or keep in mind as you learn. Take notes about how you can apply your learning on-the-job.

•Evaluate your learning. Decide how you’ll know you’ve been successful. When you’ve finished reading the book or completing the online course go back and figure out what you learned. Did you meet your goals? If not, why not? Set new goals and fill in any gaps.

•Celebrate. Once you’ve succeeded at your learning goals take time to celebrate. Go out for lunch with your learning buddy. Take some time for yourself before you start on the next part of your learning journey.

Characteristics of Self-directed Learners

•Show initiative;

•Are independent and persistent when learning;

•See problems as challenges;

•Take responsibility for their own learning;

•Demonstrate self-discipline;

•Are curious and creative;

•Show a strong desire to learn and to adapt to new situations;

•Have excellent organizational skills;

•Set and accomplish goals; and

•Are proactive and enjoy learning.

Jayne Jackson is the manager, training and development/human resources with the publishing firm Carswell. She may be reached at [email protected].