More ways than one … exploring the use of different learning methods in organizations

Purpose – This paper seeks to give an overview of different methods to learning and development within an organization. It aims to promote the idea that, in many situations, learning derived from every day organizational activity is often more robust and meaningful than that gained from attendance at a training course. Design/methodology/approach – Experience of learning and development across several organizations, including private, public and not‐for‐profit, provided the study with evidence that, despite theoretical acceptance of the value of flexible approaches to learning, there is still a strong reliance on the use of training courses as the primary method of learning. A case study is used to illustrate different learning approaches to a common development need. Findings – The paper supports the stance that there are many different learning methods and approaches, all of which are equally valid, but some are not suitable for a specific person or situation. The key to achieving a competent and skilled staff group is to select the right learning method for the right person at the right time. The paper also puts forward the view that by relying on training courses organizations not only are reducing their ability to maximize learning but also are increasing their costs. Originality/value – This paper offers training practitioners and business managers a variety of different approaches to meeting development needs.