The Modern Learning Ecosystem

Disruption forces us to think differently. How can we adapt and thrive in an ever-evolving workplace? JD Dillon presents the Modern Learning Ecosystem to guide us through.

1. Learning must integrate into everyday work

Traditional approaches treat learning as separate from work. JD Dillon argues that in a fast-changing world, this mindset fails. Instead, learning should be a natural part of daily tasks to ensure we are agile and prepared.

Integrating learning into work requires shifting from isolated training events to embedding learning opportunities in workflows. When employees learn while solving real problems or collaborating with colleagues, they retain knowledge better. This helps them not only adapt but excel in their jobs.

Effective integration involves structured models like the 70-20-10 model. Here, 70% of learning is practical, 20% happens through social interactions, and only 10% comes from formal education. Emphasizing hands-on and collaborative experiences ensures learning aligns with job needs.

Examples

• Employees learn new software by using it on small, guided tasks.
• Teams share best practices regularly in short, informal meetings.
• A manager encourages staff to reflect and discuss solutions after client interactions.

2. The Modern Learning Ecosystem design

The Modern Learning Ecosystem (MLE) combines six layers of learning activities. The goal is to provide practical, flexible options that meet employees where they are.

At its foundation lies Shared Knowledge—a collective store of essential information that all staff can access anytime. Above it are layers such as Performance Support and Reinforcement, which guide employees during specific tasks and help them retain knowledge. Coaching, as well as Pull and Push Training, provide additional tools to grow skills when needed.

This tiered approach prioritizes utility. For example, employees should first rely on a Shared Knowledge base for immediate answers before progressing to formal training. By tailoring access points to needs, the MLE makes learning practical and accessible.

Examples

• A company uses a central wiki for consistent documentation.
• Customer service representatives access on-demand guides during calls.
• Leaders use reinforcement programs to help staff apply recently learned techniques.

3. Shared Knowledge as the foundation

Shared Knowledge builds the information infrastructure employees need every day. This appears as wikis, databases, or platforms filled with curated content employees can trust and reference instantly.

Dillon recounts creating a wiki in a contact center when team members couldn't find answers efficiently. This tool became their learning anchor, saving time and stress. Shared Knowledge prevents repetitive mistakes and avoids employees recreating existing processes.

To succeed, someone must manage such a system actively. The information should be user-friendly and updated regularly. Games or rewards may also encourage staff to contribute and build a thriving, dynamic resource.

Examples

• An IT department maintains a searchable FAQ for common troubleshooting questions.
• HR uploads short guides on policies to a shared drive.
• A sales team awards points for the best contributions to a shared strategy deck.

4. Performance Support puts help in your hands

Performance Support addresses moments when staff need immediate answers. This layer comprises tools, systems, or people ready to assist during tasks.

Imagine a technician midway through repairing equipment and needing specific steps—they could use a quick guide or app to find instructions. Performance Support applies to moments when employees say, “I need help now.”

Designing effective systems means understanding where workers face challenges and how they prefer to get assistance—perhaps through chatbots, guides, or team leads.

Examples

• Healthcare staff consult mobile apps for quick drug dosage calculations.
• Assembly line workers scan QR codes on machines to access repair guides.
• Employees use task-specific laminated cards detailing safety procedures.

5. Reinforcement solidifies learning

We forget quickly if we don’t use what we learn. That’s why reinforcement—revisiting and practicing knowledge—is a key layer in the MLE.

Reinforcement often fails because practice activities aren't built into workflows. But tools like spaced repetition apps or role-play scenarios can make learning easier. Take Duolingo: users review earlier lessons regularly to solidify new language skills.

By encouraging employees to apply concepts soon after training, we boost retention and confidence.

Examples

• Sales staff run mock pitches weekly, refining their delivery.
• Technicians practice troubleshooting older systems even when they use new models.
• Apps send daily reminders with bite-sized tasks reinforcing previous training.

6. Management coaching unlocks team potential

Managers are the bedrock of a team’s success but are often untrained to effectively coach. Dillon emphasizes their role in learning—a supportive manager can transform team dynamics by offering guidance and feedback.

The three pillars of coaching include insight, skill, and making it a priority. Managers must identify gaps, know how to engage with employees, and make time for meaningful discussions.

By equipping leaders with tools like active listening exercises or feedback models, L&D can elevate the entire workforce.

Examples

• A retail manager shadows staff to offer advice on customer interactions.
• Weekly one-on-one check-ins help managers discuss employee goals.
• Access to data dashboards helps leaders track team progress.

7. Microlearning works smarter, not harder

Long lessons or training sessions may overwhelm employees. Microlearning, where content is broken into bites, aligns better with how people absorb information.

Dillon advocates for microlearning principles: keep it short, familiar, accessible, and focused. For example, short, interactive quizzes or videos are easy to engage with on the go.

Microlearning isn’t about making everything tiny—it's about aligning format with need. A short lesson for a quick skill works. For deeper programs like management training? Chunk it into phases.

Examples

• A two-minute video teaches employees how to use new software features.
• Text reminders reinforce compliance procedures.
• Role-playing exercises mirror real-world situations in manageable parts.

8. Pull versus Push Training

Pull Training allows employees to engage with material proactively and at their own pace. Conversely, Push Training is more directive, such as compliance sessions with deadlines.

While both are useful, instructors should limit Push Training to only necessary and mandated cases. Giving employees time and space encourages genuine interest in learning.

Though Pull Training fosters creativity, structured deadlines make Push Training essential for meeting legal or safety obligations.

Examples

• Employees explore elective courses like leadership on their own time.
• Onboarding connects staff to training they access as they choose.
• A security protocol course is delivered with mandatory steps due by week’s end.

9. Measurement defines improvement

Effective L&D requires active tracking of success. Measurement covers four areas: engagement (who’s participating?), knowledge growth, workplace applications, and business results.

Basic feedback surveys aren’t enough. Instead, use metrics linking results to performance outcomes. Data clarifies which programs make the biggest workplace impact.

Dillon highlights this transformation: with better measurement, L&D isn’t just reactive—it aligns its work with what businesses need most.

Examples

• HR measures short-term sales growth after customer service training.
• Analytics track which online modules are most viewed by employees.
• Retention scores link managers’ feedback sessions to employee satisfaction.

Takeaways

1. Create a simple Shared Knowledge base like a wiki, and encourage your team to use and contribute to it regularly.
2. Design practical reinforcement processes in your team’s workflow, such as regular simulations or reviews.
3. Equip managers with specific coaching training, focusing on active listening and meaningful feedback.