Importance Of Workplace Learning In The Workplace

Introduction

Workplace learning is the process (Rowden, 2007) of knowledge and skills acquisition, through both formal training programs and informal social interactions among employees and it occurs (Bound & Lin, 2011a) through the engagement of daily work, knowledge and experience are developed by the individuals and teams. Hicks et al (2007) (Hicks, Bagg, Doyle, & Young, 2007) added Workplace when learners complete their tasks and roles, acquire knowledge, skills, and attitudes within their organisation, it will enhance both individual and organizational performance.

Another view of workplace learning (Park & Jacobs, 2011) is describes as the comprehensive ways that employees acquire new job-related information and it is that learning which

Learning required to carried out tasks

For simplicity in explaining the learning requirement for a BCM professional, it would be useful to divide the professionals into three specific areas: Novice, Practitioner and Expert. It is an adaptation of the skill acquisition work of Dreyfus and Dreyfus (Benner, 1982). It is usually easier to differentiate these three levels of knowledge, skill and abilities by the number of years that they are involved in this profession and the level of proficiency in BCM.

Knowledge, skills and abilities of worker Number of years of experience/ practice Levels of BCM proficiency

Novice Less than one year No experience to marginally acceptable performance

Practitioner One to five years Moderate with specific experience

Expert More than five years broad to extensive experience with strong

(Argyris & Schön, 1996) and (Senge, 1990). In contrast to individual learning, group learning at the organisational level embraces the activities of an organisation that is continually expanding its capacity to create its own future.

Both individual and group learning at the workplace can be characterised as a highly social activity which:

a) requires interaction and dialogue amongst the learners within the organisation;

b) requires the kinds of challenges such as the direction from management and facilitation of learning to create the necessity for learning; and

c) Involves reflection on past experiences of experts who has both business experiences and previous successful BCM implementation so that future learning activities can be planned. It is also observed that due to the informal nature of workplace learning, it is often hard for workers to recognise that any learning is taking place while they are working.

Reflecting on action (action