The demand for a more talented workforce goes beyond adapting to the new digital world

Facilitated Learning

Learning Driven Change Is urgently needed in organisations. There are gaps in learning outcomes, that are causing 75% of leaders to be dissatisfied with the Learning and Development opportunities offered and taken up by their people.

The demand for a more talented workforce goes beyond adapting to the new digital world. CEOs of fast-moving organisations. Implementing bold strategies, innovative cultures, inclusive workforces, and great expectation, all need highly skilled people.

Most business leaders realise that they can’t just hire the workforce they need. There aren’t enough prospective recruits, and the expense would be enormous. Instead, companies must up-skill their existing people. This means expanding capabilities and employability, often using a wider range of adult learning and training tools, to fulfil the talent needs of a rapidly changing economy.

Facilitated learning is an approach that enables your learning and development or operational people to either work better with a change consultant’s learning content, any learning curriculum being used, or a specific custom solution.

Facilitated learning approach has a focus on creating sustainable behaviour change that leads to both a sense of personal accomplishment, as well as better business outcomes.

HBR Where Companies Go Wrong with Learning and Development Oct 2 2019

  • 70 % of employees report not having the skills they need to do their current job
  • 12% of employees early skills they learn on the job
  • 25% of employees believe training measurably improved performance

10 Principles of Workforce Transformation by Deniz Caglar and Carrie Duarte


Learning Equation

PAST  :   LEARNING = (Skill/ Competency)  Outcomes 

We are all familiar with giving or having a learning experience on or off the job, and expecting, with support and encouragement , that the desired outcomes for the individual or team performance will occur.


Businesses measure this generally thorough subjective reviews of the individual or leader behaviour changes, meeting job role key performance indicators, often linked to workplace bonus schemes.

What if our expectations go beyond? and the FUTURE equation for today’s businesses is:

LEARNING + BEHAVIOUR CHANGE = ( Skills ) Outcomes      ⇒     leading to ( Business ) Outcomes

What if a measurable impact to business outcomes exists? One that has less to do with compliance and training attendance to gain the “tick in the box”   and becomes more about worker and leader agility and being super adaptive to the business requirements.

This diagram shares how we need a 21st Century response to move into high work integration with high value contact based learning : 100% adaptive learning system.

Whats on offer to achieve this?

The content for individual’s or teams to undertake facilitated learning opportunities can be linked into your existing leadership or management programs, or be created as stand alone to meet a particular worker /leadership group or purpose.
For the individual to enhance their productivity and career opportunities examples of facilitated learning may be:

  • Creating Trust
  • Building Accountability
  • Handling Tough Conversations
  • Promoting engaging, transparent workplaces
  • Changing habits
  • Resilience enhancement

For the organisation examples of facilitated learning to meet critical business needs would be:

  • Improving productivity, with feedback
  • Adaptive learning approaches
  • Leader-led conversations*
    (*Leader-led conversations are where teams come together to discuss concepts, and the specific impact for them to determine how to apply changes to their work to better meet business outcomes).

Models used by Arlene Quinn to support facilitated learning are:

Heifetz’s work in technical vs adaptive learning

While technical problems may be very complex and critically important, they have known solutions that can be implemented by current know-how. They can be resolved through the application of authoritative expertise and through the organisation’s current structures, procedures and ways of doing things. Adaptive challenges can only be addressed through changes in people’s priorities, beliefs, habits and loyalties.