Getting managers involved in learning and development

Since the time Jay Cross highlighted the relevance of informal learning on performance , discussions are rife to undertand what is informal learning, and how does it work. Most of us at work have received valuable tips, from colleagues, bosses, peers and others. A formal study of managers done by GoodPractice confirms that 76% of managers feel that they are not well supported by the Learning and Development development and further 75% of the managers also train people for performance. 82% of the managers will consult someone to solve a tricky performance problem as a learning activity and they 55% would follow trial and error as a learning activity. Two things are highlighted in this i.e., a. need for learning on the job and b.need to follow self directed learning. Performance is an outcome of proficiency or the lack of it. As we move forward, it is important to accelerate the capability mechanism in the organisation. Which means training people, coaching people, creating engagement process that allows people to narrow the gap between standards of performance and actual results.Over a period of time, self directed quest for knowledge and competence allows experiementation to raise the bar. Only when the blend covers all these elements can we have a measureable impact on performance and sustainability.Therefore, informal learning is extremely important. So where is the challenge ? To begin with it is important to see the entire chain from training to performance in a holistic manner.