I'm going to divide this question into two parts.
Firstly I'm going to discuss the Enterprise Learning Model and substantiate
that model from research I conducted of Enterprise RTO's and Enterprise
Learning and Development Departments in 2009 with the assistance of the
Enterprise RTO Association (ERTOA). In the second part of this question I will
examine the 70/20/10 Model and discuss how it aligns or otherwise to the
Enterprise Learning Model.
So let's begin with Part One: The Enterprise
Learning Model
The industry model 'Enterprise Learning' is the
learning concepts, processes and activities that fulfil all the learning and
development needs of an organisation, primarily through workplace-based
learning, training and coaching aligned to and supporting organisational
strategic goals and business outcomes. Nationally recognised vocational
education and training (VET) and higher education learning often only comprises
a small percentage of overall Enterprise Learning activities.
Enterprise Learning is primarily workplace-based
learning that is undertaken all of the time by everyone in the workplace and is
coached and supported by all other team members, team leaders, supervisors and
line managers. In Enterprise Learning there is high participation in informal
and formal coaching and mentoring providing good role models. If assessment is
required for learning competency, then assessment is undertaken in the
workplace mostly as actual performance and usually includes the organisation's
performance management processes.
Workplace-based learning is support through
creative instructional design content contextualised to the workplace and often
includes organisational procedures, policies, operations manuals and technical
material, in fact anything and everything that supports the way business is
conducted within the organisation. Everyone utilises this content, not just
those undertaking a formal qualification, but everyone. Everyone can receive
coaching and is able to give coaching, thus promoting a learning culture.
Whereas,
off-the-job formal learning is only undertaken as an absolute last resort where
no other appropriate delivery method can be provided, rather than the first
option for learning.
I found that my research supported the Enterprise
Learning Model. When enterprise learning and development departments were asked
in the survey how often they would use on-the-job workplace training as their
primary delivery methodology, 95% of enterprises stated that on-the-job
workplace training is their primary training delivery methodology.
Enterprises were then questioned on their preferred
learning and assessment process, whether formative or summative? All
enterprises (100%) stated that they preferred a formative learning and
assessment process. That is, activities that are directed at supporting,
encouraging, motivating and enhancing learning with a purpose to inform
employees (learners) on their progress and provide guidance and opportunity for
improvement.
Where formal summative assessment is required, 89.6% of enterprises use actual performance in the workplace with an enterprise workplace assessor and a further 71% of enterprises utilise performance management measures within the assessment process.
Where formal summative assessment is required, 89.6% of enterprises use actual performance in the workplace with an enterprise workplace assessor and a further 71% of enterprises utilise performance management measures within the assessment process.
Conversely, only 6% of enterprises stated that
their primary assessment process was off-the-job assessment at an off-site
external training facility utilising written examinations or tests. Very few
enterprises (about 3%) utilise online or e-learning assessment even though a
high proportion of enterprises (about 51%) also utilise online learning and/or
e-learning. No enterprise uses distance assessment or learner self-assessment.
Enterprise Learning’s principle purpose is to
ensure that employees have the skills, Knowledge and attitudes to excel in
their function job role to enhance the organisation’s competitive advantage and
actively support the organisation’s strategic goals and business outcomes.
Therefore,
the Enterprise Learning Model can be prescribed as the following:
- About 90% of enterprise learning comes from workplace on-the-job experiences, tasks, and problem solving within a structured workplace continuous improvement process, where all employees participate in continuous learning, not just those undertaking formal learning such as a VET qualification. Structural frameworks that support enterprise learning include:
- Contextualised materials that support the business functions of the workplace and may include performance management measures to indicate actual level of workplace performance. Those employees undertaking a formal VET qualification, for example, would have their qualification competencies contextualised within workplace learning, but may also have a larger proportion of formal training and assessment activities conducted within the context of workplace learning.
- Coaching and mentoring can be both an informal and formal process, coaching occurs at any time within the workplace to support, encourage, motivate and enhance learning with a purpose to inform employees on their progress and provide guidance and opportunity for improvement within their functional job roles.
- About 10% of enterprise learning comes from formal off-the-job training, learning and/or education courses. Formal enterprise learning may include dedicated Enterprise Trainer/Assessors (TAE10 skill set) that also provide formal off-the-job and on-the-job training and assessment activities.
Is there going to be variation within this Model? - absolutely. This model may have variations within the same organisation as it is a Model that is customised to the workplace and functional job role requirements.
