What HR could learn from Car Sharing 2.0 and apply in Social Learning Practices

Can the understanding of the changes in this facility help HR Functions develop Social Learning processes? Have HR Functions fully grasped how to create a similar leap in value – or development – of the learning process for their users?

Carsharing vehicles 2.0 have rapidly gained ground, or we should say have gained the road, representing a threat to their “ancestor” the taxi. A service that has encountered rapid success opening, as a matter of fact, a new market but, above all, bringing value to the town-goers who use this facility. Opportunities for those who use Car Sharing 2.0 have become easier and more accessible. What can be done has thus been “boosted”

Many aspects of our lives have changed through the merging of technologies, social networks, but most of all through the positive integration of aims and needs of people and available means.

Key factors for taxi service are: car, licence, knowledge of the streets and accessibility granted by a phone number, a certain number of available taxi drivers and, above all, the driver’s task of taking us from A to B. The change in the service brought about by car sharing 2.0 and its success, has been possible identifying these factors and reconfiguring them in order to offer them to customers (cars, permits, navigation system, app) enabling them to carry out a taxi driver’s job effectively with economic gains for all.

Individual transport service becomes thus self-managed by the very customer. There is no need to arrange work-shifts, nor to plan the optimisation of resources (drivers and cars) with regard to a difficult-to-predict demand. The whole service is more effective and produces more value owing to the customers’ “work”. They are the ones who act in order to fulfil their own needs, becoming active elements of the transport service, taking active part in determining time, mode, and therefore, the effectiveness in satisfying their own demands.

Do those who have the task of changing traditional training processes towards Social Learning possess the methods and tools to carry out a similar change and value increase? Have HR Departments a new Business Model for Individual and Organizational Learning process?

Training structures, be they inside HR Management or Academy, must let go of the design-delivery paradigm to embrace the connect-collaborate paradigm.

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In the Social Learning paradigm, basic factors – such as analysis of formative needs, contents/didactics development, planning and delivery – must be readjusted according to the needs of the users making thus users an asset at the core of Social Learning value.

The complexity and speed which are requested of organisations at present days, demand that learning takes place in the same place where work activity is carried out in order to attain a competitive gain. It is also necessary that the learning process must be aimed at the group, not only the single individual.

Coherently, in the Social Learning paradigm developmental needs are identified by the individual in the accomplishment of professional activity, and arise as confrontation and conversations (spoken and written) inside the groups.

Contents must not be planned by the “centre”, by the experts, if you want to maximize the benefit for customers. It is necessary to abandon the “learning (classroom and/or e-Learning) – application” sequence where the two moments are set in successive time slots.

In the Social Learning Paradigm contents arise from debate inside work groups. The more groups are organised communities (basic Social Organisation unity) the better the debate.

In this scenario, Training Function plays a qualifying role. The governance of Social Learning processes requires:

  • knowledge of the organisation strategies and linking of information apt to confront organisational challenges.
  • spreading of new skills, work methods and collaborative tools
  • Identification and engagement of knowledge owners in different competence areas
  • Supporting and managing of work participation processes for specific communities

More and more learning and professional activity are carried out in the same place and at the same time, but most of all they take place in the same process which is a collaborative process. The chance to work in collaborative environments enables the capturing of knowledge flows through a process that alternates flow (exchange) and stock (organization).

In order to introduce Social Learning Practices, HR Department should:

  • promote collaborative work methods and culture
  • support individuals and teams in the development of collaboration and communication skills specific for organizational networks
  • promote new management culture and approach in all Top and Middle management in order to allow and boost connection and exchange dropping the command/control mind set
  • enabling collaborative environments and digital skills
  • identify coherent technological options and community value propositions

The whole HR Management will more and more crucial in defining and guiding a cultural change and the creation of a collaborative ecosystem, re-thinking first of all its own processes according to Social Organisation paradigm.

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