Featured research: Brian D. Blume, J. Kevin Ford, Jason L. Huang (2024) “Transfer of informal learning: The role of manager support in linking learning to performance,” Business Horizons, 67(2): 125-136.
A review of research highlights the value of a developmental approach to leadership in closing skills gaps.
According to a recent report from the World Economic Forum, 59% of workers need upskilling or reskilling over the next five years. Business leaders surveyed for the report said skill gaps are the #1 barrier to their organization’s ability to transform and adapt for the future. And the pace of change is only picking up as AI and other technologies rapidly advance.
Structured training sessions can help bridge the gap but can be costly and time consuming. Casual, on-the-job teaching moments are more accessible and must be a key part of any organization’s strategy to help its employees grow. Every time a leader offers feedback and encourages experimentation, that presents a moment for informal learning.
How can managers create more opportunities for informal learning and make sure the lessons stick?
A trio of researchers specializing in organizational behavior, human resource management, and psychology are hoping to solve this problem. They developed a set of best practices to guide managers in maximizing the impact of informal learning opportunities in the workplace.
Brian Blume, a Professor at the University of Michigan-Flint, and Michigan State University Professors J. Kevin Ford and Jason Huang undertook a detailed literature review of nearly four dozen studies on informal learning.
They found that a lot of research has focused on structured, formal learning opportunities, and there is sparse information on transferring skills from unstructured learning moments. Yet these moments are key to fostering a more positive working environment, boosting employee attitudes, and improving job performance, the researchers note.
Previous research found that informal learning increases when organizations support it with clear resources, such as rewards systems, along with informal support, like a culture of improvement. But that’s just one part of the equation, according to the Michigan researchers.
Supervisors play an outsize role in making sure newly acquired skills and knowledge are transferred into practice. Managers, they write, serve “as a key source of support for employees and assist employees in navigating the opportunities for informal learning that exist in their environment. Managers can inspire and encourage learners to be self-driven in learning the information they need, which fosters curiosity.”
The researchers discuss three key ways managers support informal learning: direct assistance, guidance, and emotional support. They also advise that managers tap into three strategies during the process: assessing the employee’s learning needs, motivating the employee to learn, and helping the employee apply their learning. Here’s what this looks like in practice:
| Direct Assistance | Managers provide resources and remove obstacles to learning. They can hold casual conversations or formalized reviews where they discuss gaps in skills and help employees develop learning plans. Managers can then create opportunities where these new skills will be used and conduct regular check-ins on how skills are being put into practice. |
| Guidance | Managers offer feedback, help employees reflect on their experiences, and provide advice on how and where to apply new learning. They coach employees through the learning process, making room for failure and encouraging experimentation. Managers can boost motivation by discussing how a new skill will benefit the team member and the company. |
| Emotional Support | Managers should foster a safe environment where employees feel valued and motivated to learn. Throughout their discussions with team members, managers should also respect the employee’s current abilities and agency. Finally, managers can play a role in boosting employees’ confidence as they are learning new skills by showing interest in their development. |
To put this all into practice, the researchers recommend that managers look for ways to develop their employees both formally and informally, noting that their framework can apply to both types of learning opportunities. Strategic learning plans (SLPs) can help link these two kinds of learning so they work together in service of each person’s learning objectives. And support for learning should come from the top, too, as organizations help managers help their team members.
Above all, the more a manager fosters a positive atmosphere that values learning, the more receptive and motivated their team will be to continue to flourish.
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