Is informal learning in the workplace a result of potential shortcomings in workplace learning programs, or is it simply emerging as a key contemporary, just-in-time, learning strategy in Canadian organizations?
Operational and human resources leaders in Canadian organizations believe their organizations to be highly supportive and conducive to informal learning. This sentiment is not shared, however, by employees on the receiving end of learning. They are generally split in their belief for the level of support from senior leadership and their direct managers or supervisors. This is where previous Conference Board of Canada research and benchmarks break down and fail to provide an understanding of informal learning support.