Organisations today operate in a fascinating world where change is constant, fast and continues to accelerate. It is the combination of evolving developments such as technological advancements, globalisation and new ways of communicating through multimedia technologies that drive us to reorganise how we live, how we work, how we create value, and how we learn. These developments call for a Learning & Development policy and practice that supports professionals to be or become successful in this fascinating changing world. In other words: one of the core goals of Learning & Development is to support sustainable employability. Creating Impact through Future Learning introduces a model for High Impact Learning that Lasts (HILL) that is very much in synch with the demands of an agile organisation. The HILL model is about the learning of young adults, professionals, and experts. It is about the many possibilities to inspire and to support adults in their continuous learning and development process, aiming to create value for today’s and tomorrow’s society. It is about how designers of learning programmes – be it L&D officers or teachers in vocational and higher education preparing adults for professional life – can take a step forward to build the future of learning. A new mindset is needed to create a real impact.

The current way of organizing education is not tenable in the coming decade. We need to address how we teach, how we organize schools, how we increase the effectiveness of learning, how we construct classrooms, and how we deploy new technologies. Lean management philosophy has been successfully applied across many industries – from manufacturing to healthcare, financial services, and construction. Recently, interest in Lean has steadily increased in the education sector, as it was originally introduced in that area’s administrative and support processes. Currently, the introduction of Lean and its potential in education is gaining wider exposure because of massive looming changes – for example, the introduction of technology in education (as EdTech within the traditional system and as MOOCs), demographic changes, budget pressure, new pedagogies, the entrance of more and more private providers, and changing demands of society and industry on the curriculum. What is missing is a joint framework that will allow schools, teachers, directors, and boards to harness the potential of these developments and then execute a strategy. Lean Education (LE) offers the potential to streamline the execution of strategy and teaching. It accelerates the development of new courses and studies that are closely aligned to the needs of students. It supports the integration of new technologies without overburdening teachers and staff. Lean in the Classroom brings all these elements together into a coherent framework so schools can make necessary changes in one concerted effort. Teaching, professional support, managing the daily work, and changing the way schools function are brought together as a schoolwide strategy to organize learning in a way that serves our students by making the most of their talents. This book is the first to define LE in all its aspects: course design, actual teaching and learning processes, school management, and the organization of supporting processes. It is firmly based on the Lean management philosophy in conjunction with pedagogy. The book draws on both scientific research in the field of Lean management in general and Lean education in particular. In addition, it is predicated on many years of hands-on experience applying Lean both inside and outside the education sector.

As children grow and develop cognitive skills, their social interactions become increasingly complex. The ability to think abstractly, infer relationships, and comprehend social norms are critical cognitive milestones that significantly influence children’s socialization processes. During middle childhood, for example, the development of metacognition enables children to reflect on their thinking and that of others, facilitating a more nuanced understanding of social dynamics. This cognitive evolution allows for improved conflict resolution, negotiation skills, and empathy—hallmarks of healthy social interactions. Moreover, the process of perspective-taking, which refers to the capacity to understand another person's viewpoint, is closely tied to cognitive development. It is during the concrete operational stage (ages 7 to 11) that children begin to grasp the ability to see things from multiple viewpoints, which is pivotal for successful social interactions. This skill not only aids in forming and maintaining friendships but also assists in navigating complex social situations, thereby enriching an individual’s social environment.

In an increasingly volatile, uncertain, complex and ambiguous world, achieving sustainable competitive advantage has never been more important, or more difficult. However, the key challenge for CEOs, senior executives and HR professionals is how to unlock the potential of their people, building a culture that allows employees to perform to the best of their abilities and effectively attract, engage, develop and retain the staff needed for sustainable business success. Building an Outstanding Workforce is a must-have guide for all professionals looking to leverage the potential of their people and maximise value for all stakeholders. Including evolutionary psychology, neuroscience and personality psychology, this book takes an evidence-based approach to people management. With practical guidance, expert advice and case studies from companies including Alibaba, Barclays Banking Group, Patagonia, Tata Group and Qantas, Building an Outstanding Workforce covers all the key issues including how to tailor people management to address the motivations of different generations, the impact of emergent technology on the workforce, the shift in the skills employees now need to learn and develop and how to handle the new challenges of remote and flexible working and the gig economy. There is also essential coverage of strategic workforce planning, people risk, people analytics, human capital reporting, the employer brand and employee value proposition and the benefits of embracing diversity and inclusion, well-being and other aspects of corporate and social responsibility. It presents a new people-focused framework for people management that redefines the structure, roles and responsibilities of human resource management and addresses the problems of role ambiguity and conflict associated with HR to deliver people management that everyone needs and deserves.

This book is an expansion and major updating of the highly successful Theories of Learning for the Workplace, first published in 2011. It offers fascinating overviews into some of the most important theories of learning and how they are practically applied to organisational or workplace learning. Each chapter is co-authored by an academic researcher and an expert in business or industry, providing practical case studies combined with a thorough analysis of theories and models of learning. Key figures in education, psychology, and cognitive science present a comprehensive range of conceptual perspectives on learning theory, offering a wealth of new insights to support innovative research directions and innovation in learning, training, and teaching for the upcoming post-Covid-19 decades. Containing overviews of theories from Argyris, Decuyper, Dochy & Segers, Engeström, Ericsson, Kolb, Lave & Wenger, Mezirow, Raes & Boon, Schön, Senge, and Van den Bossche, this book discusses: Learning of employees in the digital era Workplace learning High impact learning Informal learning Adult learning Learning & development didactics (L&D) Reflective practice Transformational learning Experiential learning Deliberate practice Communities of practice Team learning Organisational learning Expansive learning Combining theory and practice, this book will be essential reading for all trainee and practising educational psychologists, organisational psychologists, researchers, and students in the field of lifelong learning, educational policy makers, students, researchers, and teachers in vocational and higher education. It will also be of interest to those involved in training trainers and teacher training.

Every day, school leaders have to balance different focal points and for attention begging priorities. How can school leaders develop a culture of learning and professional development in their schools? This book offers a sound body of practical experience and theoretical wisdom that helps to come to grips with the challenge to develop a school culture that focuses on collaboration, joint investigation and building a rich learning environment. School leaders tend to answer the questions and to solve the problems of their teachers. However, this book shows that school leaders can create a learning culture not by providing answers, but by asking more questions. By not taking direct action but by taking a good look at the problem, teachers discover better solutions. The authors provide a systematic approach to ask the right questions, which can help teachers to find answers for themselves and to learn. Hence the title of this book: Leading a learning school. Which questions have you asked today?

Informal Learning at Work reflects the growing interest in changing the way the workplace encourages and enhances learning and professional development. Due to societal, economic, and technological developments, organisations face the pressure of growing knowledge-intensity and the need for innovations. As a result, employees are expected to adapt to new situations and constantly update their skillsets within an increasingly challenging environment. This book brings together cross-disciplinary perspectives from leading international researchers, drawing on a range of theoretical and empirical studies. Extensively researched and expertly edited, this new addition to the EARLI New Perspectives on Learning and Instruction series outlines the starting points for future research, and highlights the benefits and implications for those aiming to foster informal learning at work, covering areas such as: professional judgement improving the structure of work tasks facilitating innovative work behaviour the place of informal learning within teaching Informal Learning at Work presents original quantitative and qualitative studies as well as integrative analyses of worldwide research and is an invaluable introduction to this highly topical subject.