Sheffield (UK), March 2011 - Learning Light has developed a consultancy model intended to move an organisation from operating a traditional "command-and-control-led" training model to becoming a "learning organisation", where learning makes a positive impact on the organisation's bottom line.
Known as "Learnscape", a term initially coined by the US-based eLearning specialist Jay Cross relating to informal learning, the Learning Light consultancy model has been piloted among companies in Yorkshire for the last two years.
Gillian Broadhead of Learning Light, the Sheffield-based organisation that focuses on promoting the use of eLearning and learning technologies, explains, "When businesses want higher returns in shorter timescales, you need to be sure you make the right investment in learning and development."
"In an ever-growing global marketplace, employees are a great asset, but they must have the right skills and knowledge to be able to keep driving your business forward. We believe that investing in eLearning to develop your employees is key to maintaining a competitive edge."
Broadhead stressed that Learning Light is totally independent of eLearning vendors and distributors and so guarantees to give clients impartial advice, while aligning clients' eLearning strategy with business objectives and identifying where eLearning can address the client's organisational needs effectively.
"We guide clients through the process of developing an eLearning strategy and then measure the impact of that strategy on the client's business - ensuring that clients see a positive return on their investment", ensures Broadhead.
David Patterson, Learning Light's operations director, comments, "The Learnscape approach seeks to create an environment that nurtures continuing learning, which encompasses both formal and informal learning."
"We feel that the Learning Light 'Learnscape' approach is unique in allowing organisations to benefit from the power of social networking tools - moving from, perhaps, fear of, or fascination with, social networking to create a Learnscape that unlocks the power of social learning", he adds.
"There are four key concepts around which we base the principles of a learning organisation", Patterson says. "These are: information gathering and openness, conceptualization, action learning, and reflection and renewal."
"In order to create a learning organisation, we need to address the organisation's culture, leadership, processes, and infrastructure", he continues. "Having had some two years' experience of implementing this approach within Yorkshire, we're confident that rolling out this approach throughout the UK will bring benefits for our clients. In particular, it should help them ally learning and development activities to bottom-line results."
Moreover, in its capacity as a centre of excellence in promoting the use of eLearning and learning technologies, Learning Light is also able to facilitate and manage the learning-and-development procurement process for client organisations. While being "vendor neutral", Learning Light has access to over 450 reputable companies in the eLearning sector through its long-established vendor network.
