Formal & Informal Learning

Without the means of formal learning programs, much of the informal learning in organization would fail to occur.

However, there is no research to back up the amount of money spent on informal and formal learning in the above chart. The numbers were simply pulled out of thin air (Cross, 2007).

Carnevale, et. al. also reported that the amount of employer investments in workplace training hovers around $210 billion annually. Of that, about $30 billion is spent on formal training, while the remainder, $180 billion is spent on informal or on-the-job training. Thus, informal learning gets 86% of all learning investments, while formal learning programs get 14% of the total investment

In addition, the Business Intelligence Board (CLO, 2007) reports that 58% of the learning occurring in their organizations is informal. Thus, a more accurate formal/informal learning/spending chart would look similar to this:

Formal training works, and as can be seen in this updated chart, it is far more efficient than informal learning. As Richard Clark says, "the evidence from the past 50 years of research on this issue is unequivocal - unguided or minimally guided discovery and constructivist learning programs simply do not work for more than a very small percentage of people (Wallace, 2007).

However, converting all the informal learning processes into formal ones would more than likely be quite inefficient, thus we should always be looking for that 20% (80/20 rule) that would make the most impact on the organization.

In addition, teaching your learners how to learn (learn-to-learn) could possible be one of the most cost effective measures that a Training and Development department could perform to increase worker productivity.

The two are Intertwined

When observing operations at the Motorola company they calculated that each hour of formal learning spills over to four-hours of informal learning or a 4:1 ratio. Thus Bell used the metaphor of brick and mortar to describe the relationship of formal and informal learning. Formal learning acts as bricks fused into the emerging bridge of personal growth. Informal learning acts as the mortar, facilitating the acceptance and development of the formal learning. Thus he said that informal learning should NOT replace formal learning activities as it is this synergy that produces effective growth.

Thus, without the means of formal learning applcations, much of the informal learning in organization would simply fail to occur. However, without the informal learning, the formal learning would fail to make much impact on the organization.

One of the means of promoting the 4:1 ratio of informal learning that carries over from formal learning is to use checklists, sharepoints, and reference guides as noted in this Training Day post or through the use of other technologies, such as iPods.

Experiece and Learning

Beginning learners need more formal learning. They simply do not have the "bricks" for the "mortar" to bind to. As learners gain experience, they rely more on informal learning methods. The amount of formal/informal learning taking place within an organization will vary depending on the experience level of the workforce.

References

CLO (2007). 2007 Business Intelligence Industry Report. Retrieved May 1, 2007.

Cofer, D. (2000). Informal Workplace Learning. Practice Application Brief. NO 10. U.S. Department of Education: Clearinghouse on Adult, Career, and Vocational Education.

Cross, J. (2007). Informal Learning: Rediscovering the Natural Pathways That Inspire Innovation and Performance. San Francisco: John Wiley & Sons, Inc.

Kirschner, P., Sweller, J., Clark, R., (2006). Why Minimal Guidance During Instruction Does Not Work: An Analysis of the Failure of Constructivist, Discovery, Problem-Based, Experiential, and Inquiry-Based Teaching. Educational Psychologist, 41(2),75-86.

Wallace, G. (2007). The Research Evidence Against Informal Learning. Retrieved May 19, 2007.