Analysis | How L&D can create value: Focusing on social collaborative learning

Growth of social collaborative learning

The CIPD’s Learning at Work 2023 research showed an upward shift in the use of peer collaboration for organisational learning and recent data from LinkedIn Learning’s workplace learning research^[1] demonstrates the growing value of collaborative learning: 91% of teams develop new skills more effectively together, learner engagement increases by 30%, and collaboration is among the top five drivers of a great workplace culture. The ability for staff to digitally connect is shown as a vital driver in the Top 100 Learning Tools^[2] with five of the top ten learning tools used providing collaborative capabilities.

However social collaborative learning is not a new concept. Pioneering research in the 1970s^[3] established that learning is greatly influenced by interactions with others through observation, imitation and modelling, while other research at that time asserted that human development is inextricably linked to its social-cultural context.^[4] 

Later research in the 1990s^[5] emphasised the importance of learning within its natural context (situated learning theory). In the same vein, the 70:20:10 model (the theory that 70% of learning happens through on-the-job experience, 20% of learning happens socially through colleagues and friends, and 10% of learning happens via formal training experiences), though its ratios should be interpreted cautiously, underscores the value of social learning.^[6][7]

So, what factors might underpin the growth in social collaborative learning within organisations?

• Technological advancements. Collaborative platforms enable real-time peer-to-peer engagement.
• Workplace changes. The shift to remote and hybrid work in some sectors increases the need for collaboration to strengthen teamwork.
• Cultural shifts. A greater focus on diversity and inclusion drives collaboration to value differences.
• Knowledge sharing. Leveraging expertise through collaboration offers a cost-effective, scalable option.
• Problem-solving. Organisational complexity and change benefit from collaboration to tackle challenges and drive adaptation.
• Employee experience. Collaborative learning facilitate shared purpose and enhances engagement and a positive culture.
• Creativity. Innovation thrives through the co-creation of diverse, cross-functional groups and shared learning.

How is the use of social collaborative learning shifting in the workplace?

The CIPD’s Learning at Work 2023 report showed significant shifts in the use of social collaborative learning. As shown in Figure 1, there has been an upward shift in the use of peer collaboration for organisational learning from 30% to 36% in the past two years, since the CIPD’s Learning and Skills at Work 2021 report. Peer collaboration now ranks above instructor-led and blended learning methods. Furthermore, the approach underpins coaching, mentoring and self-directed learning, all in the top seven methods.

Figure 1: L&D methods used in the past two years (% of respondents)

^{Source: CIPD Learning at work 2023}

Looking at learning technologies, Learning at Work 2023 found that the use of social collaborative tools saw the biggest rise year-on-year. Compared to the findings of Learning and Skills at Work, the use of digital tools has generally remained static with the exception of supporting peer collaboration which increased 6%.

Those who use a broad range of digital tools are also more likely to prioritise collaboration to help individuals learn from each other. As shown in Figure 2, technology to support collaborative learning now ranks above the use of learning management systems (LMSs) and learning experience platforms (LXPs), videos and podcasts.

Figure 2: Digital technologies used to support L&D now and planned use for the coming year (% of respondents)

^{Source: CIPD Learning at work 2023}

Collaboration with peers was also a key means to support reflective practice (Figure 3) and learning ‘beyond the course’, a vital part of learning impact and transfer.

Figure 3: Focused L&D functions are more likely to be working with apprenticeships and encouraging job rotation, secondments and shadowing

^{Source: CIPD Learning at work 2023}

With a goal to co-create value, 63% of L&D practitioners reported the importance of collaborating with other functions to address business-critical priorities and align learning initiatives with organisational goals. Peer collaboration, therefore, serves not only as a vital method for delivering learning solutions but also for effective diagnosis. By working together, learning and operational teams can identify skill gaps, and co-design strategies that are impactful for the organisation. This dual approach positions collaboration as a cornerstone of effective L&D practice.

Tactics to facilitate social collaborative learning

The move to embrace collaborative learning requires a shift in mindset. Learning at Work 2023 highlights several tactics employed by forward-thinking learning teams that support the adoption of social collaborative learning:

• Empower self-directed learning. Encouraging employees to take ownership of their learning journeys by identifying their own needs and goals fosters autonomy to connect with others as part of a personal learning approach.
• Embrace the shift from traditional learning to learning in the flow of work. Moving from formal, venue-based methods to integrating learning seamlessly into collaborative activities in daily tasks and moments of need, ensures learning is relevant, immediate, and applicable to real-world challenges.
• Facilitate accessible learning. Enabling learners to access resources and collaborative opportunities whenever and wherever needed, accommodating dispersed and flexible working environments and schedules.
• Emphasise the intentional use of communities of practice. Actively nurturing and facilitating groups where employees with shared interests or expertise can exchange insights, collectively solve problems, and deepen their knowledge.
• Leverage technology to support collaboration. Utilising digital platforms and tools to connect teams, encouraging real-time knowledge sharing, and interactive learning experiences across geographies and time zones.
• Provide permission and opportunities to share knowledge. Creating a culture where employees are encouraged to share their expertise, making knowledge exchange a valued and integral part of work.

How does social collaborative learning positively impact organisations?

Social collaborative learning can profoundly impact organisations. Organizational Learning Communities: Empowering Social Learning and Collaboration to Improve Performance^[8] noted five key outcomes that enhance performance and productivity:

1. Sharing knowledge. Peer collaboration enhances knowledge management by streamlining the acquisition, organisation, sharing, and use of knowledge.
2. Spearheading practice. Peer collaboration drives cutting-edge practice within teams, organisational settings, and also in a wider professional context.
3. Solving problems. Peer collaboration addresses challenges through supporting curiosity, collective intelligence, and experimentation.
4. Seeding innovation. Peer collaboration fuels creativity by leveraging diverse perspectives, the cross-pollination of ideas, and supported risk-taking.
5. Supercharging development. Peer collaboration empowers self-directed learning, fostering intrinsic motivation and learner-centric growth.

How can organisations measure the impact of social collaborative learning?

Learning at Work 2023 highlights a concerning decline in leaders' recognition of L&D’s impact on organisational priorities, falling from 81% in 2021 to 67% in 2023. Only 8% of L&D teams prioritise learning transfer to the workplace, and just 50% of respondents have a process to assess impact. Notably, L&D practitioners valued by their leaders are more likely to have such processes in place (63% vs 33%).

With this in mind, an intentional approach to measuring the impact of collaborative learning should be seen as essential. Reflective practice, highlighted in the CIPD’s podcast Evidence-based L&D: The power of reflection, plays a key role in this process. One of the most comprehensive reflective frameworks for assessing collaborative learning impact is the Five Cycles Model.^[9]

Cycle 1 -  Immediate value (Activities and interactions)

Participants reflect and report the relevance of the activities and interactions, and the connections established and how they were inspiring or energising.

Cycle 2 - Potential value (Knowledge capital)

Participants reflect and report the future value of new skills, knowledge, or confidence gained and resources, tools, and methods discovered.

Cycle 3 - Applied value (Practice changes)

Participants reflect and report on how they have applied outcomes, from leveraging new skills and connections, and where they might seek support in the future.

Cycle 4 - Realised value (Performance improvement)

Participants reflect and report on improvements in their performance and effectiveness, with positive impacts on personal, team, and organisational metrics.

Cycle 5 - Reframing value (Redefining success)

Participants reflect and report on how they may shape their priorities, define new impact metrics, suggest organisational changes, or influence others.

Next steps for teams and organisations

Learning at Work 2023 highlights that social collaboration has emerged as a vital cornerstone of modern organisational learning. Advances in technology and shifting work dynamics have fuelled its resurgence, unlocking transformative opportunities for learning and skills development. Embedding collaboration into learning strategies is therefore an essential approach to foster a culture of continuous improvement.

What now?

• Let’s stop... relying on formal learning courses and elevate social collaboration as an intentional learning approach accessible in the flow of work.
• Let’s start... considering how social collaborative learning can drive performance through sharing knowledge, spearheading practice, solving problems, seeding innovation and supercharging development.
• Let’s continue... collaborating with teams across the organisation to diagnose and co-create performance improvement.

About the author