Training Industry Magazine - September/October 2021 - 53

JULIE WINKLE GIULIONI
PERFORMANCE
MATTERS
EXPERIENCE-BASED LEARNING:
TRANSFORMING WHILE PERFORMING
Everyone loves a good " two-for-theprice-of-one "
deal. Perhaps that's why
experience-based learning is such a
critical element of the L&D ecosystem.
It allows people to transform (learn,
grow and develop new skills) while
they perform - making it the ultimate
workplace " two-fer. "
Learning in the flow of work is
an important dimension of many
organizations' development strategies.
Whether facilitated through job
shadowing, performance support
tools or automated systems that offer
automated content and coaching, it's
become increasingly popular given
today's workplace pressures. Leaders
and employees appreciate opportunities
to bring training to the trainee within the
powerful context of their work.
Of all the workflow-embedded learning
opportunities, experience-based
development offers an important
and distinctive benefit: Real-time
contribution. When employees take on
these experiences, they're gaining new
skills and abilities while giving back in
the form of enhanced performance.
NOT ALL EXPERIENCES ARE
CREATED EQUAL
For an experience to meet the criteria
of " development, " it can't just be
normal work - or more work. It must
be intentional work: Work that has been
specifically selected because it has the
potential of help someone grow.
Meaningful, experience-based learning
is also personalized and unique to the
individual. Interestingly, two employees
could take on the same experience, each
with a different focus, and walk away with
entirely different lessons. For instance,
both Eli and Tomas assumed leadership
of cross-functional teams. Eli used the
opportunity to develop her collaboration
and influencing skills, whereas Tomas'
focus broadened his understanding
of the organization overall by learning
about and getting to know employees
from other departments and functions.
SETTING EXPERIENCES (AND
EMPLOYEES) UP FOR LEARNING
Realizing the benefits that are possible
through intentional, personalized
experiences, opportunities and
assignments require a partnership
between the line manager and employee.
Managers who understand this engage
actively before, during and after the
development experience occurs to
ensure the best possible outcomes.
Here's a checklist to guide high-impact,
experience-based learning:
Before
* Brainstorm activities that will support
the person's growth. Generate a
range of options that connect back to
their development goals and identify
one that interests the employee.
* Clarify the goal of the experience.
Crystalize a learning focus by asking:
What will you know/be able to do as a
result of this experience?
* Create a concrete (yet flexible) plan.
Treat this experience just as you would
any training and craft a plan that plots
* Document the development. Treat
experiences just like any other activity.
Capture it in development documents,
succession plans and skill inventories.
Efficiencies are the holy grail in today's
fast-paced workplace. Experience-based
learning offers not just efficient but also
value-driving development that allows
people to transform while they perform.
Julie Winkle Giulioni has 25 years of
experience working with organizations
worldwide to improve performance
through learning. Email Julie.
TRAINING INDUSTRY MAGAZINE - PERFORMANCE IMPROVEMENT I WWW.TRAININGINDUSTRY.COM/MAGAZINE
| 53
out the " what, " " how, " " who " and " by
when " to ensure focus.
During
* Check in frequently. Even a three-minute
" How's it going? " conversation surfaces
issues and offers encouragement.
* Recognize effort and highlight the
learning. Help others remain focused
on the " learning " part of " experiencebased
learning " with frequent pointers
back to the development goals.
* Identify challenges. Learning by doing
involves experimentation and bumping
up against the unknown. Be an active
partner in identifying the support and
resources required for success.
After
* Debrief the experience to extract
learning. Educational reformer Help
employees engage in reflection with
a simple question like, " What did
you learn? "
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Training Industry Magazine - September/October 2021

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