Learning and training are both concepts that are inextricably linked with each other, and they are both fundamental pillars of any educational process, whether it is in school or in industry. However, there are differences between the two, and distinguishing between them is not helped by the fact that the terms are often used interchangeably. Delineating what each one means is therefore vital in order to clarify exactly what types of activities and outcomes you want in your organization. What is certain is that, in increasingly complex organizations, every aspect of the educational process is necessary to ensure employees reach their full potential.
The main difference between training and learning is characterised as follows – training is the intentional process of transferring knowledge, skills and attitudes to others. It focuses more on the development of new skills to be used in the company. Training is not concerned with reshaping the beliefs or attitudes of the employee, but rather on getting them acquainted with the way things are done in the company. On the other hand, learning is the process of absorbing and internalising what we gain from experience and education that improves our knowledge, skills and attitudes. This in turn helps us to better achieve our goals. But as well as the formal skills we acquire, learning also prepares us for the unexpected. In short, training is something you receive as a learner, but learning is what you actually do as the learner.
As a result of the distinction between the two terms, there will be differences in the way in which the two concepts are implemented at a company. Training is a series of structured activities, the outcome of which can easily be quantified. This makes it more appealing to a company in which results can be measured by a completion of various tasks. Learning, being inherently more vague, is therefore less appealing in terms of immediate and clear results. However, its importance should never be underestimated. As Vince Eugenio, chief learning officer at Randstad US, remarks, “I learn every day on the job, yet I am not taking formal training courses… I learn how to better handle myself within the context of how to influence, how to move initiatives forward, how to position initiatives within the company, etc. I learn professionally every day based on what I have done well or have not done well. There are no specific objectives or programs associated with that.”
There is no shortage of examples from companies that offer great training programs that incorporate aspects of learning. SAS, an analytics software and services company, offers leadership programs for professional training and development, career mentoring, and a career resources center. Another example is Amazon, which offers a month long intensive leadership and training program before hiring. The company also prepays 95% of tuition fees for employees at fulfilment centers to take courses in in—demand fields. In both cases, we see the combination of a structured series of activities or programs, and resource centers to help after the programs are completed.
In conclusion, training and learning are both distinct concepts. However, in many ways they are complimentary. A company will find the best outcomes by offering programs and resources that combine elements of both. Learning cannot ultimately be quantified as easily as training, but having an employee who has the ability to think on their feet, and adapt in a fast-changing working environment, is ultimately far more valuable than someone who is more limited to a set number of skills, without scope to expand on them.
Adam Watson
Sources:
• http://www.derekstockley.com.au/newsletters-06/079-training-learning.html
• https://www.clomedia.com/2017/02/08/difference-between-learning-training/
• https://www.sas.com/en_us/home.html
• https://www.amazon.jobs/en/job_categories/leadership-development-training?base_query=&loc_query=&job_count=10&result_limit=10&sort=relevant&category%5B%5D=leadership-development-training&cache