16 months ago, I made the decision to make a huge leap in my learning career and move into Product Management. With the transition, I’ve discovered that one of my favorite parts of the role is speaking directly with technology and learning leaders, in addition to learners themselves.
I’ve conducted hundreds of research interviews over the past year and one of the major themes I’ve heard from tech and learning leaders is about their desire to create a culture of learning inside of their organization. This should come as no surprise to many practitioners in the field as the phrase culture of learning has become synonymous with increased employee retention and engagement inside of today’s organizations.
That’s why for this weeks Learning Leaps, I’ll be taking a deeper look to identify what exactly a culture of learning is and provide some tips you can take to get started creating one inside of your organization.
A Culture of Learning: Defined
It’s no secret that technology has had a major impact on today’s workforce. It has changed everything from the way we work, how we work, and where we work; inevitability impacting how we learn and perform on the job. Gone are the days that learning takes place in the form of a single training event. The paradigm has shifted to supporting employees during the flow of work. Thats why it’s more important than ever that organizations support a culture of learning for their employees. A culture of learning is one where employees continuously seek, share, and apply new knowledge and skills to improve their individual and organizational performance. Ideally, an organization should have values, practices, and processes that supports this for their employees.
A culture of learning can look different depending upon the type of organization. Despite this, I’ve noticed some reoccurring trends that have come up in my conversations with customers during my time at Pluralsight. Below are a few tips to help get you started creating a culture of learning inside of your organization.
Tips for Creating a Culture of Learning
Build a foundation of trust
The foundation to any great culture depends on the basis of trust. If you don’t have trust, all other efforts are fruitless. That’s why if you’re building a culture of learning inside of your organization, the first step is to ensure that it’s safe for all your employees (regardless of rank) to make mistakes.
One of the main company values at The Predictive Index, is errors of action are better than errors of inaction. During my 3.5 years there, hearing this phrase empowered employees like myself to dive steadfast into challenges no matter how large the size. If mistakes we’re made along the way, we celebrated them and shared lessons learned with others. I frequently witnessed executive level employees get in front of the entire company and share stories about how projects went awry and how they might approach things differently moving forward. This cultural value of trust and vulnerability is one key element to building a culture of learning and should be embodied at every level of the organization.
Empower learners to take control of their professional development journey.
I’m a big advocate of the belief that career ladders are becoming somewhat obsolete. Employees are no longer staying in traditional career paths for 20-30 years. Rather, it’s more common to see employees do career pivots. Take me for example, after 8 years as a learning experience designer, I decided to take a leap and move into a Product Management role. I was able to bring skills from my previous role and apply them to my new position. I also had many skills I’ve had to pick up along the way.
During my time at Pluralsight, I’ve spoken to many learners looking to expand their technology skills in hope of transitioning into a new career. Thats why it’s important for organizations to empower their employees to take control of their personal learning paths. The employees themselves are the ones who know what skills they’re looking to expand and grow. As learning practitioners and managers, we can learn these by simply speaking directly with learners, either through 1:1 conversations or surveys.
Arm managers with coaching skills
Managers are often on the front lines helping their employees learn the skills they need in order to perform on the job. In organizations where there is a culture of learning, managers have the opportunity to adopt a coaching approach to managing. A coaching approach means enabling employees to identify problems, brainstorming solutions, and empowering them to success. This means that as learning practitioners, we need to equip managers with techniques on how to provide feedback. This could be in the form of discussion guides or reflective questions to help guide their conversations with employees.
Encourage expertise and mentorship
One of the biggest challenges organizations experience related to learning experiences is creating actual content and materials. One of the biggest untapped resources are subject matter experts (SMEs). SMEs are often passionate about a skill or topic area and enjoy sharing their experiences with others. Pull these individuals into your initiatives and empower them to share their knowledge with others. At Pluralsight, we actually rely on our network of Authors to create content for learners looking to expand their technology skills. I’ve also talked to many organizations that have even created mentorship programs where experts are paired with beginners as they begin developing skills in a particular subject area.
Set aside time to learn
One of the biggest struggles I’ve heard from many of Pluralsight’s customers is their inability to find time to learn. With an increase on their demand for time and growing responsibilities on the job, who can really blame them? If you’re a part of an organization, developing a learning culture, you must be an advocate for learning time. Your employees should feel empowered and encouraged to take time out of their day to brush up on their skills. My team at Pluralsight blocks off 4 hours of learning time at the same time each week to do just this. This ensures that everyone knows they have the time they need to continue skilling up in areas that matter to them.
Make learning accessible
Modern workplace learning means recognizing that learning is a continuous process that happens in the flow of work. As learning practitioners, this means that we need to make learning content as accessible as possible to meet learners where they are, rather than making them to come to us. This might mean adopting an on-demand learning platform that allows employees to engage in learning experiences when they want to.
If you have a learning technology platform, it might mean choosing a solution that optimizes the learner experience like mobile access and single sign on. This could also mean supporting informal learning methods like learners sharing articles or chatting about new topics or skills. Overall, the learning experience should be intuitive, not arduous.
Support social learning
By our very nature, humans are social creatures. We naturally love to chat about our ideas, share resources, and hear other perspectives. As learning practitioners, we should nurture these qualities inside of our organizations. One of my favorite examples of social learning is being carried out by my favorite supermarket chain, Wegmans. During Pluralsight Live 2019, Scott Root shared insights about how Wegmans hosts monthly challenges, hackathons, and coffee hours with employees who engage in their Developer Fitness program. These social learning experiences led to increased employee satisfaction and skills acquisition across those involved in the program.
Encourage stretch opportunities for employees
One great practice that organizations with a culture of learning often do is provide stretch opportunities for employees. This means providing employees with a safe environment to fail or test out their new skills. In many of the organizations I’ve worked at, I’ve often been placed on a tiger team where I’m able to attack a large business problem for the organization. These projects have always provided me the opportunity to stretch myself and become more confident in my new found skills. This approach could also be formalized in the form of supporting career transitions and allowing internal mobility for employees inside of your organization.
Do you have any tips for others on how to encourage a culture of learning inside of their organization? Post them in the comments below!
Be sure to check out next week’s Learning Leaps where we’ll be diving into what collaboration looks like when creating learning products.