http://www.learningconversations.co.uk/main/index.php?blog=5&disp=comments en-UK http://backend.userland.com/rss 60 Sun, 30 Nov 2008 00:26:03 +0000 Guy Boulet [Visitor] c877@http://www.learningconversations.co.uk/main/ This makes a lot of sense in the enterprise where, depending of the studies, between 70% and 80% of what we learn is done informally in the work environment rather than in structured training wether in class or online. Supervisors and peers play a major role in the informal learning process becuase they are those who share the knowledge or direct the learner towards sources of learning. This role being informal, it is not always recognized.<br /> <br /> Your idea of creating long term relationship has value, especially when training is provided by internal trainers but may be difficult to apply with external consultants. In such case, it may be more difficult to maintain a long term relationship with someone who goes from enterprise to enterprise. Just imagine the workload of a consultant who must keep contact with employees of tens of organizations and keeps provide training. <br /> <br /> I think the role of sherpa or mentor is something which must be given to supervisors but we must make sure that they are well prepared to assume this role.<br />
Your idea of creating long term relationship has value, especially when training is provided by internal trainers but may be difficult to apply with external consultants. In such case, it may be more difficult to maintain a long term relationship with someone who goes from enterprise to enterprise. Just imagine the workload of a consultant who must keep contact with employees of tens of organizations and keeps provide training.

I think the role of sherpa or mentor is something which must be given to supervisors but we must make sure that they are well prepared to assume this role.
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