Learner engagement: How to increase your employees' motivation to learn
Enjoying learning, personal initiative and a natural commitment of employees to continuing education — does that sound more like utopia than reality to you? In fact, many personnel developers in companies complain about a passive learning attitude on the part of employees. In this article, we'll get to the bottom of why this is and how you can increase your employees' motivation to learn.
Would you like to know why talent management programs are not being noticed or continuing education budgets have barely been exhausted? When it comes to learning in particular, many companies talk about a “passive” workforce that primarily learns when they have to. The wish of those responsible for continuing education: More motivation! They would prefer a long-term 'learner commitment, 'i.e. a fundamental enthusiasm for learning content and the willingness to learn new things on their own.
Before a few reasons and measures are discussed here, let me say briefly: It is rarely due to the desire of employees. Instead, there is often a lack of suitable learning opportunities and the right approach at various levels that activate employees and promote their independence.
A desire to learn - motivation is also a question of motives
First of all, it is important to understand that there are different forms of motivation and there are various reasons why a person has the drive to learn. Some people pursue their own development on their own. The motive for this would be, for example, to have better opportunities on the labour market. Others simply enjoy discovering offers or are curious about unknown insights or experiences. It is important that various motives and needs are reflected in the learning environments through an appropriate offer.
The following applies: Relevance also creates motivation. Staff development should take individual interests and personal motivations seriously and support them. It is also important that employees who do not have their own motives are shown learning motives. It should always be clear what the learner gets out of it. Otherwise, motivation or even enthusiasm will get stuck in the first approach. In the best case scenario, managers and personnel developers always make learning a central topic: People should be able to experience the value, purpose and (strategic) goal of learning in a company.
Activating people means involving them
In today's world, involving people in decisions is a matter of course. This is true not only in politics, in municipalities, but also when learning in companies. This also includes the ability to decide when, what and how to learn. People are used to choices. They are used to making decisions themselves. Companies should use this internalized routine and focus on independent learning. This is not possible on its own or even from one day to the next. Employees should be supported in formulating motives and plans, achieving self-set goals and reflecting on progress.
It is particularly motivating when one's own learning needs are met. When learning is no longer characterized only by guidelines and obligations, assignments, certificates or rewards. Nowadays, freely selectable offers count in particular. Companies need a healthy mix of learning content that has a variety of methodological forms. In this way, people can be activated and picked up with their individual needs. This is the only way to awaken and maintain enthusiasm.
Learning and working belong together
When talking about self-directed and independent learning, there is usually the objection that there is too little time in everyday life. This argument has its origins in classical learning, which took place primarily formally for decades. However, the world of learning is currently at a turning point. Learning requires less and less time. There is increasing awareness that trainings that take place two days in a row are not suitable for every learning goal.
Companies should now have a wide range of development opportunities, including short learning units and offers that go beyond (legally binding) training. Learning is becoming an increasingly natural part of everyday life; a separation between learning and working is simply no longer possible in most industries as a result of digitization and is no longer effective. Learning is becoming more diverse and can now take place during project-based work or even be combined with gamification elements, creating additional motivational factors. Learning managers support the integration of learning into everyday life through communicative measures, appropriate leadership, but also through technology, such as a suitable learning platform.
Modern technology can also support learning
Modern software solutions can now filter learning offers and automatically suggest content. For example, some learning experience platforms work with artificial intelligence so that content recommendations are personalized and displayed in a user-oriented manner. This increases the relevance of learning offers for learners and thus increases learning motivation.
However, continuing vocational training in companies is often only formally oriented. Informal and entertaining offers that stimulate the desire to learn, promote active participation and motivate employees are often not yet available in every company. This cements the passive learning attitude. There are enough agile forms of learning such as Learning on the Job and Rotation Days, but also modern methods such as Working Out Loud, which are very suitable for activating learners.
Successful learning through autonomy and personal responsibility
When people act, interact and are active voluntarily, there is tremendous impact. This also applies to learning. Just being able to select learning content from among many offers is perceived as an act of self-determination and gives learners autonomy and freedom of choice. People from the private sector are already used to this kind of behavior. It is time to transfer these routines into everyday working life so that employees can also decide for themselves what motivates, activates and drives them.