Learning Styles

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The visual learning style is one in which the learner uses symbolism and different formats, fonts, and colors to emphasize important points (Vark, n.d). An organization can effectively teach the individual using this learning style, by using visual learning tools such as maps, presentations, graphs, and diagrams. Although it seems as if most training is geared toward visual learners, emphasizing any sort of training on the visual learner should include colors, graphs, and pictures.

For example, if training were conducted on a change to a new policy or procedure, presenting the individual with slides that only included words would not be very beneficial. In order for the visual learner to grasp what is being taught, other visual aids such as pictures may help the employee remember what was taught. One way to continue training would include the use of posters around the workplace. If a picture was used in the presentation that talked about a new policy change involving lunch break procedures, having the poster in the break room may help the visual learner remember what was taught and help the follow-up process of the given training. Visual learning should be seen as more than words on a piece of paper or presentation, especially since the world is not purely black and white.

Kinesthetic learners can be seen as ‘hands-on’ individuals. Students with a kinesthetic style of learning absorb information best if there is a physical component to the process (Mathews, n.d.). Organizations that may personally cater to the kinesthetic learner may include Boeing, Bosch, Amazon, etc., because of their higher rate of hands-on careers. This isn’t to say that this learning style, or any other learning style, can’t be used in conjunction with another learning style since kinesthetic learners usually require another learning style in order to successfully complete their hands-on training. A training situation in which a kinesthetic learner may receive a lot of information may include tools, case studies, and physical resources.

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Conclusion

In conclusion, sustaining success will come at the hands of an organization understanding the importance of human resources as a core competence and the direct relationship it has to human talent and training and development. From the moment human talent is recruited and hired, management and HR professionals must take a common interest and dedicated approach to creating a learning environment, continuously geared towards enhancing skills, developing talent and expanding innovation. An organization must be equipped to offer extensive training programs for the diverse organization. Supervisory and leadership positions should encourage and emphasize a flexible learning organization that is able to meet the training needs of all individuals regardless of their predominant learning style. The organization that can provide training that maximizes learning and opportunities for individuals will increase their flexibility and establish a cohesive learning organization prepared, and adaptable for a rapid changing environment.