Water Quality Association: Building Competencies with Technology The Water Quality Association (WQA) is a trade association that focuses on the...

Water Quality Association: Building Competencies with TechnologyThe Water Quality Association (WQA) is a trade association that focuses on the delivery of drinking water to residents and businesses. This organization has developed a learning environment for its employees based on the development of important competencies and skills that are needed for work. Experiential and informal learning is emphasized, which represents approximately 90% of training that is often overlooked in favor of more formal instruction. What makes approaches such as these unique is the reliance on technologies such as mobile devices, customized software, analytical assessments of data, and computer-based awards that enhance learning.

The basis for using experiential and informal learning, in conjunction with extensive technology support, is apprenticeships. Apprenticeships are traditionally used to build critical skills that are needed by individuals working in trade occupations. But they can also be used to develop important cognitive competencies in employees when they are supported by technology (a process referred to as "Apprenticeship 3.0"). The following guidelines can be considered when developing cognitive apprenticeships:

• Ask job experts to develop a list of all the critical circumstances that surround a job, and then identify the knowledge, skills, and abilities needed to effectively work under these circumstances.
• Create a list of performance objectives and link them to competencies; training topics should be identified and should ultimately focus on job situations.
• The learning experiences should progressively become more challenging over time, while focusing on providing learners with more responsibility.
• Time should be provided for individual reflection and coaching from others (some of which can be technology- based).
• To enhance motivation and satisfaction, recognize employees as they progress through the training.
• Continuous learning should be emphasized so that employees constantly develop important competencies that help them be more effective at work.

WQA has immersed itself in Apprenticeship 3.0 to better prepare its employees for workplace challenges and opportunities. The organization is using mobile technology to deliver a series of learning modules to individuals, and their progress is tracked in the system. Badges are also awarded to employees as they successfully complete various activities.

WQA developed the process by empowering job experts to develop a list of important competencies for different jobs in the firm, and the badges reflect the mastery of these areas. WQA also specified various learning opportunities such as work experiences with mobile evaluations and feedback, online study and tutoring, and active coaching. These experiences help individuals earn the badges.

Brent Pipes, the owner of Brent Pipes Plumbing, started an apprenticeship program for new employees. Five years later, you are asked to evaluate the results. Based on your knowledge of these programs, how would you assume the apprenticeship program has affected the value of Brent Pipes' human capital?