The Continuous Learning Model
Continuous learning increases innovation, efficiency and responsiveness, helping us deliver better policies, systems and services.
This video explains the Continuous Learning Model and how you can learn through work, people, courses and resources. The Continuous Learning Model helps us consider how to learn, or how to provide or design learning for others.
The APS Continuous Learning Model explains that APS capability is built through work, people, courses and resources. It moves learning design beyond formal training alone and recognises that people learn most often in and through work, by connecting with others, and by using resources at the point of need. This makes it a practical foundation for designing learning programs that support real performance, not just course completion.
In design and development terms, the model helps L&D teams ask a better question: what combination of learning methods will help people perform well in their role? Instead of starting with a course, it encourages designers to consider workplace practice, manager support, peer learning, curated resources and formal learning together. The APS Learning Quality Framework also states that the Continuous Learning Model guides decision-making when choosing the most appropriate learning approach.
Why is it important?
The model is important because APS guidance is explicit that formal learning through workshops and eLearning is no longer enough on its own in an environment of constant change. Designing only for classroom or online modules can miss how people actually build capability at work. The model helps agencies design learning that is faster, more practical and more responsive to shifting priorities and operating contexts
What are the benefits?
- Builds a habit of ongoing development by encouraging participants to learn continuously through everyday work, reflection, and formal learning opportunities.
- Helps participants stay current and adaptable by supporting skill growth over time, so they can respond to changing role requirements and career opportunities.
- Supports people to solve problems, get answers and receive feedback at the point they need it.
- Gives learners more than one way to build capability — through work, people, resources and courses.
- Improves performance, resilience and career opportunities for individuals.
- Helps managers create high-performing and engaged teams by making time and space for learning
Suitable for
- L&D practitioners designing new programs or refreshing existing ones.
- Managers and team leaders who need to support capability uplift through everyday work.
- Program owners and SMEs shaping practical, job-relevant learning solutions.
- APS employees planning their own development.
General Practices
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Good Practice |
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Example When participants are supported to learn before, during and after a formal learning activity it helps them connect new knowledge to their everyday work, reflect on what they have learned, and continue building their capability over time, leading to stronger transfer of learning and more meaningful development outcomes. |
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Practices to avoid |
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When the APS Continuous Learning Model is not considered, learning is often treated as a one-off event rather than an ongoing process. This can lead to participants completing training without enough opportunity to apply, reflect on, or build their capability over time, which reduces the overall impact of the learning and makes it harder to sustain behaviour change in the workplace. |