Learning how to learn with knowledge building process through experiences in new employee training: a case study on learner-mentor interaction model

Abstract

This study tackles the externalisation of a support method of learning how to learn from good practices. Additionally, we develop learning materials for sharing this support method. To establish a foothold in developing training materials, we look at human resource development initiatives at Hitachi, Ltd., and analyse a learning experience reported to have resulted in remarkable growth for a new employee, the method used by the mentor. Moreover, we externalise this method to share how the mentor supported the employee. The analysis results indicate that the employee was able to broaden his ability to learn, as his mentor provided support according to the knowledge building process. In this study, we discuss a model for learner-mentor interaction that follows the rotation of experiential learning on learning how to learn that was externalised in new employee training program and learning support methods.