Using Neuroscience And Learning Styles To Boost Talent Development
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ToggleThe ability to develop and nurture talent is a critical determinant of success. In this article, we look at the global picture and discuss learning styles and neuroscience to develop your people.
The world is changing, rapidly and your job is to make sure you get the best talent for your business. Mercers Global Talent Trends Report of 2024 sets out some of the challenges for businesses across the world. Interestingly, “48% of HR leaders see skills shortages as a top threat to their business this year”. The report sets out drives to improve productivity, work redesign and use of A1 as future challenges. The report suggests the following actions to accelerate talent development in businesses.
In terms of your talent development agenda, placing skills at the heart of your people strategy means you may need to take a forensic look at what your business needs in terms of both talent acquisition and growing talent from existing employees. Your business also needs to understand how your people learn best and can work with agility in a rapidly changing world.
This article explores the intersection of neuroscience and learning styles, providing insights and practical strategies to enhance talent development within your organization. One of the first steps in effective talent development is helping your employees understand their unique learning preferences. By recognizing how they process and retain information, you can tailor development interventions to maximize their strengths and address their challenges.
The concept of learning styles, which suggests that individuals have preferred ways of processing information and learning new skills, has been widely discussed and debated in educational psychology. Over the decades, various learning models have been proposed, evolved, and scrutinized. Despite their popularity, learning style theories have faced criticism, especially regarding their empirical validity. Researchers like Pashler et al. (2008) found little evidence to support that matching instructional methods to learning styles enhances outcomes. This and other research casting doubt on the efficacy of learning styles has led to calls for more rigorous, scientifically sound research before adopting learning styles-based instruction widely.
While learning style models are not always empirically validated, they can still be useful tools for increasing learners’ self-awareness and helping educators tailor their approaches to individual needs. Here is a sample of some traditional learning models which can be useful in this respect.
David Kolb’s model posits that learning is a process involving the transformation of experience. It outlines a four-stage cycle: concrete experience, reflective observation, abstract conceptualization, and active experimentation. Kolb identifies four learning styles—Diverging, Assimilating, Converging, and Accommodating—each corresponding to different preferences within the learning cycle.
The VAK model categorizes learners based on their sensory preferences. Visual learners benefit from images and spatial understanding, auditory learners excel through listening, and kinesthetic learners thrive with hands-on experiences. This model is particularly useful for designing multi-modal training programs that engage different senses.
Howard Gardner’s theory expands the concept of learning styles by identifying eight distinct intelligences, including linguistic, logical-mathematical, spatial, bodily-kinesthetic, musical, interpersonal, intrapersonal, and naturalistic. This model encourages a broader approach to talent development, recognizing diverse strengths.
Building on Kolb’s work, Honey and Mumford identify four learning styles—Activist, Reflector, Theorist, and Pragmatist—each with distinct preferences for how they approach learning tasks.
The new and exciting kid on the block is our deepening understanding of how our brain works, and how our brain facilitates learning. Understanding the neuroscience behind learning can significantly enhance talent development strategies.
The brain’s remarkable ability to learn stems from its complex network of neurons and synapses, which form the foundation for all cognitive processes. At the core of learning and memory are the principles of neural plasticity and synaptic transmission.
Neural plasticity, or neuroplasticity, refers to the brain’s capacity to change and adapt in response to experience. This adaptability is fundamental to learning, as it allows the brain to reorganise itself by forming new neural connections. When we learn something new, the brain strengthens the synapses between neurons involved in that specific task or information. Repeated activation of these synapses makes the connections more robust, leading to more efficient neural pathways and enhanced memory retention.
Synapses are like tiny bridges between nerve cells in our brain, allowing them to send messages to each other. They appear in our brains with the specific job of facilitating the integration of new information. Connecting this information to and between existing neurons.
However, learning something new isn’t enough on its own. If you don’t practice or use what you’ve learned, the synapses involved can weaken and disappear. This is why we sometimes forget things. Repeating what you’ve learned or putting it into practice helps strengthen these synapses, making it easier to remember and use the information later. So, to keep your learning fresh and strong, make sure to review and practice regularly.
There are several ways to retain learning and strengthen relevant neurons and synapses. Here are some key strategies:
By integrating neuroscience and learning styles into your talent development strategy, you can create an environment that supports continuous learning and growth. This approach not only helps your employees understand themselves better but also equips them with the skills and knowledge they need to excel in their roles, driving your organisation toward greater success.