Considering unlearning in HRD practices: an Australian study

Abstract

Purpose – The purpose of this paper is to explore the level of consideration given to unlearning
during human resource development interventions and to identify the methods being used to reinforce
training and development.
Design/methodology/approach – A self-administered questionnaire was given to a convenience
sample of employers in regional Queensland and the Northern Territory, Australia. Analysis of
responses using descriptive statistics was conducted to identify whether approaches differed in
relation to unlearning and reinforcement between large and small organisations, and between those
with high labour turnover and those with low labour turnover.
Findings – Results reveal that larger organisations give far more consideration to unlearning than
smaller organisations. Those organisations with high labour turnover focus less on unlearning that
those with a more stable workforce. Coaching and performance feedback were reported as the most
commonly used method of reinforcement of learning and unlearning.
Research limitations/implications – Low response rates mean that results are not statistically
generalisable. Owing to the regional location of respondents there may be differences in findings in
large metropolitan centres.
Practical implications – Reinforces to practitioners the need to consider unlearning, and also
indicates a need for further research in this area. From a managerial perspective the results show that
managers need to employ a range of tools and techniques to ensure unlearning can occur.
Originality/value – This paper reports on a study examining unlearning; and begins to address the
lack of empirical research on this important concept.