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Less Errors, More Learning: Using Peer Learning to Increase Efficiency

It is safe to say that Simba was the rightful heir to rule the Pride Lands but the imposter syndrome and Uncle Scar's manipulation led him to believe otherwise? If it wasn't for Timon, Pumba, Nala and Zazu, Simba would have never realised his true potential to complete the circle of life. Have you accidentally clicked on a Disney fan page? Maybe.

But the fact that Simba's story reflects a lot of peers influencing his behaviour and it helps to understand that a children's movie might be relevant even in adult life. It’s Hakuna Matata for life!

All the CHROs are sketching their strategic plans for recruitment and talent acquisition after the big pause and great resignation phenomenon. Very few have caught the air of peer learning as an important tool in a workplace rather than a passing case. Because to work better you need to learn but we forget the importance of learning to learn better.

According to the Learning Theory, a learner goes through a four-stage cycle where they first acquire knowledge through different sources, put that knowledge to test, expect feedback and finally reflect on the feedback and acquired knowledge. However, learning is effective if the experience passes through all the stages. It is important to go through the entire cycle to ensure the formation of mental models of particular learning.

An organisation can benefit from adopting an active learning model than traditional L&D programs which can build lasting relationships and skills needed to create an asset to any company. Here's how can you build efficient peer learning models to develop coherent workforce:

1) Shoot Networking Webs

The influence on human behaviour is as unpredictable as any video going viral on social media. So, setting up networking meets can bring people together from different verticals. This becomes a catalyst in starting the conversations that are usually different than you have with your teams ergo the diverse nature of learning is set in motion.

2) Neurodiversity- the new workforce?

Around 10% and 20% of the global population is considered neurodivergent, according to consultancy and auditing firm Deloitte. Neurodiversity is a term used in the context of neurological disorders like ASD, ADHD, Dyspraxia, Dyslexia, Dyscalculia, Dysgraphia, and Tourette's syndrome. Very few organisations have policies in place to support a neurodiverse workforce and we have a long way to go to better understand and needs and talent that this particular group of individuals offer. LinkedIn along with Richard Branson, founder of Virgin and Made by Dyslexia has added "Dyslexic Thinking" as a skill that can be displayed on profiles recognising it as a strength. When you set out to establish a diverse culture for your organisation, certain systems and policies must be allocated toward recruiting and nurturing neurodivergent individuals. Peer learning or "Buddy systems" comes like a blessing in disguise when it comes to supporting a truly diverse workforce, people with neurological disabilities strive when they have a "go-to" person in an organisation.

3) Create a Safe Haven for employees.

If you ever wondered why there is a sudden turnover in employees, know that there is a lack of safe space for any employee to share their concerns apart from other reasons for when an employee decides to move on from your organization. If John is not feeling safe enough, to be honest about his departure, the peer network within your organization lacks an empathetical outlook to understand your disgruntled employees.

John leaving is one part of the equation but not being able to bring reforms in faulty wiring of peer-to-peer relationships within your company may not be resolved. There won't be enough time before Jenny follows in John's footsteps to move on for the better.

4) Foster Virtual Watercooler Conversations.

The nature of watercooler conversations is that it encourages sharing of knowledge through casual conversations. With remote and hybrid working policies, casual conversations have been sidelined or given a back seat. BHyve believes that knowledge sharing is the way to future-proof your organisation by cultivating a culture that attracts relevant talent. You can adapt to the way according to the growing needs of the talent your organisation can benefit from without having to worry about employee productivity because, with BHyve, your employees stay connected and share their wisdom to help a peer out.

5) All aboard the Switcheroo train!

There are millions of courses online and training programs but an individual truly learns from a real-life situation. If your company can arrange a quarterly meet to switch the current roles between teams for that one day, the purchasing team would know the customer insights by working in Sales and the other way around. Later, the teams can meet up and share their knowledge for that day and the way forward. Sometimes, switching the hats can give you a perspective that can have lasting effects. Such peer learning programs can benefit the larger organisational goals as the employees move out from the tunnel vision of working only towards their respective teams

6) Who's looking after Employees' Morale?

Let's buy some bean bags, nap pods and an open snack bar, shall we? While all of this is a great way to create reels and posts on social media but a human yearns for connection and strives for honest conversations. Peer network and learning programs have more far-reaching benefits on an employee's morale than any elaborate strategies.

With diverse programs to help foster peer learning, an organisation no matter how big or small, with a hybrid, remote or in-office work policy can leverage its workforce to achieve not just organisational goals but also employee satisfaction. Peer learning stems its roots in sharing knowledge, having casual conversations, and exchanging information across teams and all of this can be achieved under one roof through

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