ARTICLE 2 : LEARNING MODELS USED IN AN ORGANISATION

What is a learning model?

Learning models are examples of methods used by organizations to increase the efficiency and effectiveness of their employees. A learning model is a specific application of theory to practice (Harry Cloke, 2023). They help identify the talents of the firm, retain employees, and create opportunities to apply learnings productively. The application of models in an organization motivates employees to continue learning, develop skills and knowledge, and adapt to the organization's culture.

 

Let’s consider some of the important models used in current industries:

1.       ADDIE model

ADDIE is organization's most widely used learning model to reach its goals successfully. The ADDIE model is an instructional design that can help HR and trainers to create, arrange, and implement effective learning programs in their organization (Erik van Vulpen, 2024).  The ADDIE model was first introduced for the US Military in the 1970s, and later it was introduced to learning methods of organizations. The ADDIE model stands for Analysis, Design, Development, Implementation, and Evaluation. Each criterion in the ADDIE model plays a major role in ensuring a strong learning environment in organisations. This model is mainly used in training programs. Let’s discuss each step in brief.

 

Analysis: This is the first step of the ADDIE model, where the step mainly focuses on gathering information about the needs of employees in learning skills and understanding the organization's environment. This phase helps to identify the difference between the present performance and the desired level.

 

Design: The second step of this model creates a picture of the objectives of learning and strategies to be used to reach target markets.

 

Development: This is the third step, where the picturized methods are put into action within an organization. This phase includes conducting training programs and identifying learning models to increase the efficiency of the learning power of employees.

 

Implementation: In this fourth step, the organization delivers learnings to the target market in a productive way. This step ensures implementation by having several training programs, online courses, and learning workshop programs in a blended mode.

 

Evaluation: The final stage of this model analyses the effectiveness of learning. The evaluation can be done during the implementation action or after the implementation. The outcomes of organizations will be modified based on comments from learners and the target audience.

 

In a current world example, the company General Electric (GE) implemented the ADDIE model in their organization. This helps to analyse and identify learning gaps, design ways and structures to get learning experience, develop designed structure, implement training programs in blended approach and evaluate the effectiveness of outcome. ADDIE model had a big impact on GE’s operation by enhancing leadership qualities within its diverse workforce.

2.       70-20-10 Model

The 70-20-10 is a learning model used by the organization to train their employees. This model was created in the 1980s by three researchers, Morgan McCall, Michael M. Lombardo, and Robert A. Eichinger. The model describes that the employees learn 70% of skills and knowledge from their job experience, 20% of learning comes from collaborating with others, and the final 10% from formal training.

Google has adopted the 70:20:10 learning approach (Source: LinkedIn, 2023)

The key purpose of developing this model is to bring creative leadership skills to people. Each part of the model is described as follows;

70% knowledge from job-related experiences: Gaining skills and knowledge through job-related experience is the most effective way to learn things very easily. This is where the employee may get chances to learn things by making mistakes with feedback in a very understanding way. These phases enable employees to identify their skills, make decisions, approach difficulties, and get chances to interact with organizational heads.

 

20% social learning: This part includes learning gained by coaching, collaborative learning, and mentoring. This mainly focuses on learning through interaction with others by sharing others' experiences and knowledge related to the job.

 

10% Formal learning: The final 10% concentrates on formal learning methods such as conducting training programs, workshops, projects, and courses. This part modifies employees from their academic background.

 

In the current scenario, for example, a leading firm, Google, follows this method as a learning tool in the organization for its employees. According to the model, 70% of their employees learn through job experience, like trying new things and learning from mistakes. 20% knowledge gained by talking with people. The employees share their knowledge, experiences, and challenges in facing problems. Balance 10% by formal learning, like learning in the classroom.

 

3.       Kirkpatrick Model

The Kirkpatrick model is a globally recognized model that helps to measure the employee’s outcome from the training program. This model was developed by Donald Kirkpatrick in 1954 as a part of his PhD thesis. This model consists of four levels such as, reaction, learning, behavior, and results.

Kirkpatrick model (Source: Ardent learning, 2020)

This model helps organizations to identify the pros and cons that employees face through training programs. This model ensures the success of the learning programs of organizations. Let's see each level in detail and how it works in measuring the effectiveness of the training program.

 

Level 1 Reaction: This is the first level of a survey that is taken from employees regarding whether the training program satisfies their needs related to their job role. This survey was taken after the training period, where employees were asked to rate the training experience. The evaluation ratings can be categorized by program objective, course materials, content relevance, and facilitator knowledge.

 

Level 2 Learning: This level engages trainers and learners to identify learnings that they received through knowledge, skills, commitment, confidence, and attitude. Evaluation of learning knowledge can be measured using ratings and comments before training and after training. This assessment can be done by conducting exams or one-to-one meetings/interviews.

 

Level 3 Behavior: This is the hardest part of Kirkpatrick’s model, where the measurements are taken from employees on how they apply learnings to action in their field. The organization can measure this part by assessing the behavior changes in employees through learning. Behavior changes between employees are the only tools to measure the effectiveness of the training program of the organization.

 

Level 4 Results: Level 4 is the final result from the learning outcome as the organization’s outcome. An effective training program results in a positive impact on business sales increase, high return on learning investments, and fewer accidents during the working period.

 

This is the most common model used, as a reaction to action. These kinds of models are mostly used in customer service training programs. For example, the leading airline Emirates also follows the “Kirkpatrick” Model to increase their service performance in recognition, respect, empathy, warmth, calm, assured and cosmopolitan.

performance of Emirates using the “Kirkpatrick” Model (Source: Kirkpatrick Partners, 2025)

 

4.       ‌Just in time learning

It is a learning method where all resources are provided at the time of training, like knowledge base training and microlearning. The advantage of this method is to get a response on time when the need arises. This kind of approach helps during busy work schedules, and it is easier and more understandable. Applying the JIT method gives several key benefits such as,

•  Time management: It is a very good way to save time in training and operation. Can get solutions at any time without delay.

• Increase employee engagement: Quick learning helps and motivates employees to learn more within a short period and receive an opportunity to experiment with learning in the real work environment. This method creates a good relationship between the employer and the employee.

• Increase in productivity: The continuous learning method helps employees to receive information continuously. It results in an increase in onboarding and increases the productivity of the firm.

• Flexible access and quick adaptability: This modern method gives opportunities to employees to learn different areas and makes employees easy to adapt new methods to the organization's operation. This method is an easy and flexible way to access from anywhere at any time.

5.       ‌Blended learning method

This learning method is a mix of online and personal learning. This a most flexible method which encourages employees to engage more in learning and development. This method allows flexible learning hours, and the learning material resources will always be available online. There are different types of blended learning methods such as rotation, flipped classroom, flex, enriched virtual, and A La Carte model. Let’s analyze each method in detail.

•  Rotation – It is a teaching approach with a mix of physical and online learning methods. This method has a fixed learning schedule, but the learners have to switch with the methods of learning. For example, learning centers and educational institutions. The rotation model has four sub-models: station rotation, lab rotation, and individual rotation. The station rotation is where the learner has to rotate the mode of learning from one to another. The lab rotation method is when the learners have to rotate computer labs for online/ e-learning sections. Individual rotation is where the learner won’t rotate from station to station but rotate into their playlist and learn through the learning experience.

• Flipped classroom – In this method, the learners use their own place as a learning station and access lectures online or go to learning / educational centers to practice learning and do projects for evaluation.

• Flex model – This is a very flexible method where the learners set their learning path based on their needs. The trainer is also very flexible in providing training on an employee's need basis.

• Enriched virtual model – This model is equal to the flipped classroom model, but the learner attends a learning / educational center when required.

• A La Carte model – In this model, the learner can choose courses from A La Carte and can prepare a personal learning schedule. Then, they can communicate with the course provider and can learn selected courses with their flexible hours.

      Even though learning models help to implement a learning culture, there are several barriers also in implementing it. Such as;

1.       Barriers in the organisation 

•       Employees may find it difficult to adapt new learning culture and always prefer traditional learning methods. 
•       Choosing the correct learning model might require little time to verify whether it meets the organization's objectives.
•       Lack of communication and collaboration between employees, the HR team, and the training and development team.

            2. Barriers through financials

•       Shortage of financial resources in implementing new learning models in the organisation.
•       Organisations may find difficulties in measuring returns from the implementation of learning.

            3. Barriers through employees and learning providers

•       Employees may not engage more in the learning process due to the workload.
•       Non-availability of proper trainers to train staff.

            4. Barriers in technology

•       Employees may lack knowledge of handling new technologies.
•       Employees may find difficulties in handling two to three models at once.
•       Lack of technical infrastructure.

‌Conclusion

Implementing a learning model in an organization is the toughest part, as it needs to meet the outcomes of both the employer and the employee. Through correct learning methods, the employees need to perform well, and encourage continuous learning, and the organization needs to have a good competitive advantage through employee training. The above-structured models are good learning strategies that meet all the needs of both parties. By implementing a well-designed learning method, the organization sustains itself in a competitive market through innovation and good employee engagement, which leads to reaching the goal of the company. On the other hand, organisations may face different barriers to success in the learning process. By analysing company performance and objectives, the management can take strategic decisions to implement a learning culture in the company.

Reference

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