Training -v- Learning: Understanding the Difference and its importance in Asset Management
There is a crucial distinction between training and learning and recognising this difference is key to achieving organisational success. However, it should be noted that both have a part to play in building a competent and capable workforce.
Elements of each can be integral to meeting organisational strategic objectives and fostering a skilled and capable workforce. In modern organisations, particularly those operating in asset-intensive environments, the distinction plays a pivotal role in shaping capability, resilience, and long-term employee performance. The two reflect different but complementary approaches to building skills, knowledge, and behaviours within the workforce.
Training is what the organisation does, it equips employees of the organisation with the skills needed to undertake their roles, whereas learning is the individual’s responsibility and supports long-term development and adaptability.
So, what is Learning?
Learning is ongoing, it never really ends as we are always learning throughout our lives both on a formal and informal basis. This learning is usually driven by personal initiative and not organisational mandates. The desire to learn reflects an individual’s willingness to grow and adapt, and a personal commitment to acquire new skills and knowledge. When individuals seek to learn, they demonstrate a proactive attitude and a desire for self-improvement, which marks the beginning of their Learning Journey – self-directed learning.
What is Training?
Training on the other hand, is the organisation's responsibility. Training is designed to ensure that the workforce have the required skills, knowledge, and behaviour to ensure efficient and effective performance of their duties. Capability is key in this respect.
Training programmes are typically structured to meet specific outcomes and often include mandatory components, such as health and safety training. These programmes are designed to ensure all employees have the necessary competencies to perform their roles to the desired level. Compliance training always overrides other training requirements, but what is not always recognised is that compliance training can be seen as a tick box exercise but without the wider understanding of the learner of the organisation's objectives, stakeholder expectations and regulatory requirements. These are often not statutory but are essential for business success – if this understanding is overlooked, training will not be applied in the workplace to maximise success.
Training programmes are usually focussed on specific topics and, in the main, are short term, have a starting point and an end point with desired outcomes. However, a good learning organisation will also encourage and support continuous learning and deliver training as an ongoing activity; it should not be a tick box exercise, but one of continual learning and growth.
Learning styles
There are many learning styles that individuals adopt to meet their personal learning needs, for example:
- Some learners like to read about the topic and make notes to absorb the
knowledge. - Some learners like to listen to audio recordings as part of eLearning which
can be revisited for reference. - Some enrol in courses to attain the desired knowledge they are seeking.
Everyone is different, there is no right or wrong way to learn, everyone has a choice and uses their preferred method to learn and retain knowledge. There are many ways to deliver training and, increasing, technology has played a major role in providing different models, methods and opportunities to learn. Most are good but some not so good.
Training methods
Again, there are many various training methods that organisations might implement, such as:
- On the job training where a mentor or coach is involved
- Classroom based learning where the topic is delivered to learners by an
expert. - Blended learning, a mixture of Classroom and eLearning.
- Video, simulation gaming activities.
- Pure eLearning on mandatory topics where a desired pass rate is required.
All are viable and are seen in many organisations; each choosing their own method to meet training needs, desired outcomes and costs.
Conclusion
At the end of the day, the desired outcomes from any learning exercise are to increase the skills, knowledge, and behaviours of people to build capacity. Not everyone chooses to learn without direction from their organisational L & D team but, in any organisation, large or small, it is crucial to ensure that the workforce have the capability, competence and confidence to carry out their role efficiently and effectively, each contributing to organisational objectives and importantly, understanding why and how their role fits.