ABSTRACT
Work is becoming more knowledge driven and global in scope requiring a deeper combination of information sharing and expertise helping lead to more effective problem-solving skills that can be applied to decisions or situations. Therefore, it is not surprising that organizations are allocating more resources to learning and development of their workforce to increase competitiveness and to improve services. Chapter 1 lays out these learning realities and the importance of sustaining the learning enterprise by effectively addressing key learning challenges. The chapter then describes four types of learning approaches that are covered in this book including formal training, guided one-on-one instruction and coaching, developmental job experiences, and self-guided or autonomous learning. In addition, a learning systems model is described that provides the foundation for developing sound learning experiences. This model forms the basis for the chapters that follow. The third section of the chapter discusses the importance of evidence-based research and practice. Three approaches to identifying ways to drive best practices are identified. The emphasis of the book on presenting empirically based research findings especially from meta-analytic studies is described. Such an approach helps drive the identification of best practices in the facilitation of learning in the workplace. Two cautionary tales regarding statements about learning that are not evidence-based are explored. The chapter ends with a description of the organization of the book.
