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Spontaneous, efficient, and measurable: 3 good reasons to leverage social learning

Research from MIT reveals that the number of opportunities that your organization provides for social learning has become the single biggest factor in employee productivity. What role can you play, as a manager, to support this learning process “by and with others”1?

90% of the learning that takes place today in the knowledge economy is in the form social learning, or informal learning from others on the job. For example, employees often shadow or observe their superiors or colleagues “to watch and learn” what they need to know. But leaving social learning entirely up to individuals is risky, given the high costs to your organization when such interactions fail to take place. According to Harvard Business Review, Fortune 500 companies lose a combined $31.5 billion per year from failure on the part of employees to share knowledge effectively.


1.« Comment mettre le social learning au service de l’apprentissage collaboratif » (Crossknowledge)
Excerpt from Business Digest n°279, September 2017.

To read more: 

“Spontaneous, efficient, and measurable: 3 good reasons to leverage social learning”

Based on « Is your company encouraging employees to share what they know? » by Christopher Myers (Harvard Business Review, April 2017), « It’s the company’s job to help employees learn », by Tomas Chamorro-Premuzic and Mara Swan (Harvard Business Review, July 2016), « The employee experience is the future of work: 10 HR trends for 2017 », by Jeanne Meister (Forbes, January 2017).


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Caroline Schuurman
Published by Caroline Schuurman