We believe in a world in which people can learn in their own style, at their on pace, in order to become better versions of themselves while enjoying the process.
We help companies become learning organisations by integrating self-directed learning into their core, transforming them into agile ones, ready for the future.
WHY TO CONSIDER SELF DIRECTED LEARNING FOR YOUR ORGANISATION
Businesses cannot meet all the training needs of their employees.
SDL can work as a backbone for all development initiatives, helping employees be more efficient in accessing them.
Enables learners to learn what they need to learn, when they need it, at a faster pace, with greater enthusiasm and better results.
Is relevant for everyone, from new hires to senior management.
Change becomes an integrated continuous process driven by employees.
Makes learning a truly sustainable enterprise wide effort.
WHAT WE CAN DO
DEVELOP PEOPLE TO BECOME SELF DIRECTED LEARNERS
DEVELOP MANAGERS TO DO COACHING FOR LEARNING
IMPROVE THE LEARNING CULTURE IN THE ORGANISATION
There is mounting evidence that suggests employees who exercise autonomy regularly at work are happier and more productive. The right workers in the right role can transform an entire department – maybe even an entire organization – but only if their ability to act on their intuition and creativity is unleashed.
10 ADVANTAGES OF SELF-DIRECTED LEARNERS IN THE WORKPLACE
- they adapt to changes in their environments better (Guglielmino, L. (1977). Development of the Self-Directed Learning Readiness Scale. Dissertation Abstracts International, 38, 6467.)
- they remain resilient in the face of challenges and obstacles (Zsiga, P.L. (2008). Self-directed learning in directors of a US nonprofit organization. International Journal of Self-Directed Learning, 5(2), 35–49.)
- they demonstrate enhanced performances in their jobs (Artis, A.B. and Harris, E.G. (2007). Self-directed learning and sales force performance: an integrated framework. Journal of Personal Selling and Sales Management, Vol. 27 No. 1, pp. 9-24.)
- they exhibit superior critical thinking and questioning skills (Candy, P.C. (1991). Self-direction for Lifelong Learning: A Comprehensive Guide to Theory and Practice. San Francisco, CA : Jossey-Bass.)
- they demonstrate increased confidence and problem solving capabilities (Durr, R.E. (1992). An examination of readiness for self-directed learning and personnel variable at a large Midwestern electronics development and manufacturing corporation. Unpublished doctoral dissertation, Florida Atlantic University, Boca Raton, FL.)
- they actively share knowledge and build networks with others (Rowland, F. and Volet, S. (1996). Self-direction in community learning: a case study. Australian Journal of Adult and Community Education, Vol. 36 No. 2, pp. 89-102.)
- they show stronger emotional commitment (Cho, D. and Kwon, D. (2005), Self-directed learning readiness as an antecedent of organizational commitment: a Korean study. International Journal of Training and Development, Vol. 9, No. 2, pp. 140-52.)
- they find their jobs more meaningful (Kops, W.J. (1997). Managers as self-directed learners: findings from the public and private sector organizations. in Long, H.B. and Associates (Ed.), Expanding Horizons in Self-directed Learning, Public Managers Center, College of Education, Norman, OK, pp. 71-86.)
- they experience “deep” rather than “surface” learning (Stansfield, L.M. (1997), “‘Employee – develop yourself!’ Experiences of self-directed learners”, Career Development International, Vol. 2 No. 6, pp. 261-6.)
- they are more likely to realize their potential as leaders. (Klute, M.M., Crouter, A.C., Sayer, A.G., & McHale, S.M. (2002). Occupational self-direction, values, and egalitarian relationships: A study of dual-earner couples. Journal of Marriage and Family, 64, 139–151.)
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