The Best Way to Learn Is to Do: HR in a Learning Economy
By Dr. Olufemi Ogunlowo
"You learn how to cut down trees by cutting them down." - Bantu Proverb
In today's fast-changing world, knowledge is no longer theoretical. It is experiential. True learning happens not by memorising manuals or attending webinars alone, but by doing - trying, failing, refining, and succeeding. This Bantu proverb captures a critical principle for modern HR and leadership: competence is built through action, not abstraction.
As industries evolve, technological disruptions accelerate, and customer expectations shift, the organisations that succeed will be those that embed experiential learning at the core of their talent development strategies. Passive learning - listening to lectures, watching videos - has its place. But sustainable growth and innovation come from learning by doing.
In Nigeria's evolving economy, this need is particularly acute. Young graduates often enter the workforce with impressive theoretical knowledge but limited practical exposure. Organisations that continue to rely solely on traditional classroom training will find themselves perpetually trying to bridge a widening skills gap.
The concept of a "learning organisation" must now mature into a "doing organisation." HR leaders must design ecosystems where employees are continually challenged, supported, and stretched through real-world experiences that build both skill and confidence.
Experiential learning starts with rethinking onboarding. Rather than drowning new hires in policies and presentations, organisations should immerse them in real projects under mentorship. Early exposure to live problems, customer interactions, and cross-functional collaboration accelerates learning and engagement.
Second, performance management must evolve. Annual appraisals based on static goals are insufficient. Agile performance frameworks - where goals are revisited quarterly, feedback is ongoing, and reflection is routine - better align with a dynamic environment. Learning objectives should be embedded in performance metrics: what new skill, new process, or new mindset did the employee develop this quarter?
Third, career development must become pathless. Traditional career ladders - linear, rigid, hierarchical - no longer match today's work realities. Employees should be encouraged to explore lateral moves, project-based assignments, secondments, and stretch roles. Mobility, not seniority, should be the currency of growth.
Learning must also be social. Peer-to-peer learning circles, collaborative problem-solving sessions, and reverse mentoring relationships facilitate experiential growth. Employees learn faster and more deeply when they share challenges, exchange feedback, and collectively iterate solutions.
Technology can support experiential learning if used thoughtfully. Simulations, virtual reality training, gamified learning platforms, and digital badges create opportunities for hands-on practice in safe environments. But the goal is not to replace real-world action - it is to supplement it.
One of the most powerful experiential learning models is the 70-20-10 rule. Research suggests that 70% of professional learning comes from job-related experiences, 20% from developmental relationships (coaching, mentoring), and only 10% from formal coursework. Nigerian organisations must allocate learning budgets and design programmes accordingly - emphasising real work over workshops.
Leadership development, in particular, must shift from theoretical leadership academies to experiential journeys. Future leaders should be assigned crisis simulations, cross-functional projects, market expansion initiatives, and turnaround challenges. Reflection sessions, coaching debriefs, and peer feedback must accompany these experiences to deepen learning.
Moreover, organisations must embrace intelligent failure. Employees who attempt new approaches, pilot innovations, and experiment responsibly should be celebrated - even if outcomes are imperfect. A blame culture stifles experiential learning. A growth mindset culture nurtures it.
Building a doing culture requires visible executive support. Leaders must share their own learning journeys - not just successes but struggles, pivots, and lessons. Storytelling about real-world experiences builds authenticity and psychological safety.
Managers must be trained as learning catalysts. Instead of merely supervising tasks, they should coach employees through projects, helping them extract lessons, course-correct, and iterate. Weekly or monthly reflection sessions - what worked, what didn't, what would you do differently - embed continuous learning rhythms.
At a national level, Nigeria must strengthen apprenticeship systems, internships, entrepreneurship hubs, and industry-academia partnerships to promote experiential learning at scale. The National Youth Service Corps (NYSC) programme, for instance, should be reengineered to prioritise skills acquisition and real work immersion, not merely ceremonial postings.
Employers must also recalibrate hiring criteria. Rather than overemphasising degrees or certifications, recruiters should assess candidates' learning agility, adaptability, problem-solving approach, and project experiences. Portfolios of work - completed projects, case studies, prototypes - should carry as much weight as diplomas.
The future of work belongs to those who can learn quickly, unlearn outdated methods, and relearn better approaches - all while doing. Static knowledge has a short shelf life. Experiential competence - rooted in action, adaptation, and insight - is enduring.
The Bantu proverb reminds us that no manual or classroom can substitute for practice. You cannot learn to cut trees by studying the trees alone. You must pick up the axe. You must feel the resistance of wood. You must adjust your technique. You must sweat, struggle, and persist.
HR's role is to design the forest and provide the axe - but the employee must cut. And in cutting, they learn not only about trees, but about themselves - their strengths, their blind spots, and their growth path.
In the future of work, degrees will open doors, but experience will determine who stays and thrives. Credentials will fade; competence will endure.
Organisations that institutionalise experiential learning will cultivate not just skilled workers but resilient innovators, ethical leaders, and lifelong learners - the true assets of any enterprise.
Dr. Olufemi Ogunlowo is CEO of Strategic Outsourcing Limited and writes on workforce development, experiential learning, and HR transformation for BusinessDay.