What is social learning theory, and why should HR care about it?

For centuries, how we learn and pass on knowledge has been divided into two distinct methods. The first, the more prevalent, is a distanced approach. One which involves transcribing data to pass on to others. In the modern workplace, this takes the form of courses, development programs, and online training. Where staff would read through examples and conduct exercises to understand a new practice.

But what of the other method? The one which predates our favored approach? Thanks to social learning theory, the value of active observation is becoming an exciting utilization of psychology in the workplace. And exploring behavioral learning, as part of training and development, has an array of interesting benefits.

What is social learning theory?

Social learning theory boils down to the act of drawing from the expertise and experience of your peers. Throughout life, we imitate the actions and behaviors of those we admire and respect. And this is as true in the workplace as it is anywhere else.

While traditional training methods still hold a great deal of worth, there is an untapped avenue: acquiring new competencies by studying another’s actions and adjusting your behavior accordingly.

Known in academic circles as the Bandura theory, social learning theory is imitable behavioral learning. It emphasizes that “most human behavior is learning observationally through modelling: from observing others one forms an idea of how new behaviors are performed. And on later occasions, this coded information serves as a guide for action.”

And it’s this human component that is most intriguing and crucial for HR. Not only an information exchange but a social learning designed to work hand-in-hand with conventional training and development processes.

The four main principles of social learning theory

Attention

In order to learn and absorb information, the individual needs to have focus. This ability to pay attention is partly a personal responsibility, but it also comes down to complexity, engagement, value, and accessibility. Igniting the passion to want to learn is crucial and this is an area where social learning trumps a monotonous series of slides or dense PDFs.

Retention

We learn by internalizing information. Examples, anecdotes, and relatability are all ways for us to store, and later recall, information. But more than that, we retain information better when it is presented as a series of behaviors and consequences.

Reproduction

Seeing the actions of others serves to create a reference model in our heads. That model can then be applied, adjusted, and improved to fit a variety of circumstances. In that way, we are also able to consider feedback, match it to our reference model and reproduce it in future interactions.

Motivation

Having observed, stored, and applied commendable behaviors, we must be inspired to use them. And this is largely based on the scale of reward or punishment we will incur. In other words, we embody learned behaviors on the understanding that if we act a certain way, we will either be praised and see our career furthered, or conduct ourselves in a way that sidesteps negative consequences altogether.

How does social learning add value and ROI to your organization?

Social learning theory in the workplace has risen in importance over the last few years, primarily thanks to the paradigm shift in how businesses operate. Employees perform their duties over a number of on-location and remote sites, and the opportunity to learn through observation is no longer a given; it must be engineered. But doing so can generate significant value and ROI for organizations.

The initial costs are extremely low, thanks to the source of knowledge already being on your payroll. And by utilizing fellow employees as educators and tutors, you actively encourage a collaborative environment of constructivism. This then improves overall workplace communication, increases motivation, and helps accelerate productivity.

Furthermore, this positive association and passed-on knowledge instils a feeling of pride, trust, and authority. Which improves employee retention and helps the onboarding of new talent.

Implementing social learning theory and social learning strategies are also demonstrably profitable for companies. Compared to other learning and development methods, social learning theory generates 75:1 ROI. The completion rate is much higher: 85%, according to Harvard Business School. And companies are seeing a 20-25% rise in employee productivity, thanks directly to effective social learning management.

What are the best practices of social learning theory you can apply to your workplace?

Given the contemporary working landscape, there are a handful of practices businesses should consider when applying social learning theory to the workplace. The first being the ability to learn anywhere. It’s up to organizations to provide mechanisms and processes that enable members of staff to learn in the workplace or remotely through digital options.

Secondly, it’s vital that the correct tools are available and distributed. These tools and technologies should encourage communication, facilitate information exchange, and foster a collaborative sharing environment. And with the appropriate digital interfaces, employees will be able to connect and learn from one another.

A feedback loop is designed to facilitate continuous improvement. Through the use of active listening, management and employees alike are able to voice their thoughts and internalize the feedback. When it comes to social learning theory examples, getting constructive feedback from all levels of workers is a great way of improving your methods, systems, and processes.

In truth, social learning theory has been a fairly underground, organic practice for decades. Employees are already imparting niche knowledge, indirectly learning from their peers, and adjusting their behavior to emulate those they deem successful. But companies should be capitalizing on this potential. By providing robust forums, newsletters, blogs, and instant messaging, you actively forge the connective paths for this organic process to thrive.

And finally, there has to be the creation of desire. The tools and methods may be present but there should also be the incentivization to use them. Motivating and encouraging employee participation is a challenge. But not an impossible one. The gamification and reward structure of participation can go a long way. It also creates healthy competition and allows the employer to track employee development and performance.

For more insights into how the workplace will change in the future,  check out the line-up for UNLEASH America 2023.