Canadian Lawyer

September 2021

The most widely read magazine for Canadian lawyers

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Page 47 of 51

46 FEATURE There are many benefits to peer learning beyond just education, as the shared experience fosters inclusion, trust and collaboration, writes Jen Jackson The future of learning is peer-to-peer AS THE business landscape shifts and change becomes the new constant, the traditional model of a three- to five-year higher education spent learning technical skills, followed by a 40-year career spent applying them, is no longer serving us. Technology, artificial intelligence and automation; volatile, fast-paced business environments; and up to two decades longer in the workforce are driving the need for continuous lifelong learning. Career changes are increasingly commonplace, many requiring considerable reskilling and re-education. Existing professions are also evolving as specific roles and tasks are automated and value is delivered in other areas. And entirely new professions are emerging, many of which have no formal curriculum. For ward-thinking higher-education institutions are now offering courses that equip graduates with the skills for a future that might involve multiple career paths, rather than a single career in a specific discipline. Increasingly, though, the responsibility for learning and development is moving beyond institutions and falling on individuals and organisations. With more change and less time, we need to rethink how learning and development experiences are delivered, and how they integrate into the overall employee experience. And one of the best methods is peer-to-peer learning. A constant cycle of learning and teaching fosters an environment in which curiosity, learning and feedback are encouraged Long-term sustainability Learning and development is growing rapidly in importance as a business function, though in the future its value will go beyond delivering knowl- edge, to empowering employees with the skills needed to teach each other. According to Glassdoor, the average business in the United States spends roughly US $4,000 per hire and takes up to 52 days to fill a position — a cost far better invested in learning and development. It makes sense to hold on to good people, transitioning them out of redundant roles and reskilling them to fit new positions, rather than adopting a cycle of firing and hiring. People are being valued based on cultural fit and human skills, more than the ability to perform a specific technical role. As the demand for learning escalates, employing external consultants to roll out training is becoming unsustainable. The sheep-dipping approach of running everyone through the same content as quickly as possible has never been regarded with particular fondness. But with increased demand for bespoke learning experiences, it's no longer a viable investment. Bringing learning and development in-house tantalises employers with substantial savings in time, productivity and dollars. In 2010, British Telecom reported savings of US $12m annually when it adopted open-source learning solutions and peer learning. These savings are better invested into building capability in leaders: the psychology of learning; human-centred communication; fostering psychological safety; and facilitation techniques. These are areas leaders aren't traditionally trained in, and possessing technical knowledge doesn't equate to being able to pass them on to others. However, once these additional skills have been learned, they can be applied over an entire career. Teaching promotes learning It's well established that teaching is an effective way to learn and embed existing knowledge. A recent study led by psychologist Aloysius Wei Lun Koh suggests that peer learning is effec- tive because it forces the teacher to retrieve content they've previously learned. This repetition strengthens neural connections, a premise stud- ying is based on. Articulating knowledge also requires a thor- ough understanding of the subject matter. It's possible to have deep expertise, but explaining it concisely to others quickly identifies any gaps in the teacher's knowledge. It also requires a greater understanding of context — the reason why we do it. Additionally, a constant cycle of learning and teaching fosters an environment in which curi- osity, learning and feedback are encouraged. A social experience LinkedIn's 2019 Workplace Learning Report discovered a high demand for social learning experiences at work, with over half of each gener- ation valuing the ability to collaborate with instructors and/or peers while learning. Peer learning delivers on this demand, trans- lating to improved learning outcomes. Research by Michigan State University found LEARNING AND TRAINING

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