Are 'opportunities to learn' replacing 'training' and is this good for organisations?

In my organisation there is virtually no structured or expected training for the 'expected skills' people need to do their job. For example to do my job effectively requires knowledge of the central customer records database.  No training has been given to me unless I've asked for it, and I know that many people are doing the same job as me by keeping their own records independent of a database they don't understand.   Now after pushing for my own training I am able to use the database better than the records team who are paid higher salaries to use the database everyday - When I asked a manager of this team why this was she said that it was because they relied on experience rather than training - to me this is a perfect example of how to make sure half-knowledge and bad habits multiply, and to make sure people don't know what they are doing.

I feel that for the good of the organisation, there should at least be regular skills updates, if not development, but there is none.  My manager, for example, does not understand the database and has not been formally trained in her role for 20 years or so.

There is a whole new programme of 'opportunities to learn' but these aren't structured around roles, (in my example there are plenty of courses about learning how to learn skills but NONE that train on the company database!) but this gives people the get out that if they don't want to learn or develop, they don't have to, so many people are working on their own local versions of systems that the company has spend millions on central versions of.

Many of these courses are 'soft' courses in that they involve imagining situations you have been in before and applying what you learnt to the existing siutation - or they are 'coaching' where someone asks you what you think you could do next.  When I take 3 hours off for a course, I am frustrated if I come back with a list of websites and contacts I could talk to next, and some stories of other places I have worked that have been good.  I want to have converted the time directly into increased knowledge.

Has anyone else experienced this trend away from real job-centred training into a fluffy and purposeless 'coaching' model?  What do people think of this if they have?

Hi Jeremy,

I am a professional coach. My opinion is that without knowledge you can not move forward. You may not need to know 100% of your subject before you start and "on the job" learning and updating is critical to your progress. The power of coaching and training combined is the most dynamic solution.

Martin

Jeremy,

I think that people are getting bored with the same tiresome training interventions being rehashed time and time again.

L&D professionals have to work alot smarter to ensure that what people are learning is embedded into the organisations they work in.

Learning should be a combination of

Action

Coaching/Mentoring

Training

Management support

and willingness from the individual

Without the willingness from the individual or support from seniors you are just scratching the surface.

If on the job training, projects works for some people then that would be part of their action. As L&D professionals if we can faciliatate these projects and still be doing our job.