TrainingCulture
In today’s ever-changing business world, resilience remains a constant necessity. Organizations that embody resilience are better equipped to weather economic downturns, navigate technological shifts, handle political uncertainties and manage other disruptive forces.
So, what defines resilient organizations? One crucial aspect is their culture of continuous learning.
Cultivating a culture of continuous learning empowers employees, enriches their skill sets and facilitates dynamic decision-making. It also provides real encouragement to experiment, make mistakes and learn in a positive, safe working environment. Such a culture equips employees to adapt, innovate and thrive in ever-changing business landscapes.
Company culture is either by default or by design. Designing a culture of continuous learning requires deliberate effort.
Here are five essential elements to incorporate:
It all starts with leadership buy-in. We’ve all heard this a million times. But remember, actions speak louder than words.
Leaders need to support the mission of cultivating a continuous learning environment both actively and visibly. Actions, not words in an email, send a clear message to the rest of the organization.
If it is not a real priority for leaders, it will be known throughout the organization.
Employees need sincere encouragement to experiment, take risks, make mistakes and learn from them. If employees fear making mistakes, they can’t grow and adapt. And worse, they will never want to take the risk to innovate.
Change the narrative. Mistakes are now seen as opportunities for crucial growth.
Providing diverse learning opportunities is essential. Employees should have easy access to various learning formats, including face-to-face training, virtual sessions, workshops, seminars and digital learning programs. The goal is to create an employee-driven experience.
This also means that you don’t “train ’em and leave ’em.” Follow up courses, resources and other opportunities must exist to meet the employee as they move through the learning curve of a skill and beyond.
Reinforcement and ongoing support are crucial. The focus should be on empowering employees to drive their own learning experience.
Most companies have a plan to ensure knowledge (critical how-tos) is transferred from employees who have resigned to employees who are staying. But organizations should also have a plan for keeping tacit knowledge within their company.
Tacit knowledge is critical because it is information that is only learned through real experience and not through standard operating procedures or other work documentation. Tacit knowledge sharing can be accomplished by coaching, one-on-one mentoring and monthly peer-to-peer knowledge-sharing sessions.
Resilient companies invest in continuous engagement programs because they understand it yields more productive and happy employees.
Give employees the opportunity to share and learn together outside of formal training opportunities too. Consider utilizing Slack (an online tool that offers chat-based collaboration and communication) or Microsoft Teams (which offers a collaboration suite and document management).
Now is a good time to evaluate how you are preserving and sharing tacit knowledge.
Celebrating employee achievements fosters a culture of continuous learning. Employee incentives, awards and recognition, coupled with some gamification elements, reinforce the value of learning and growth.
It doesn’t matter how you choose to acknowledge employees; it just matters that you do it consistently.
Of course, the hardest part is getting started. Implementing these elements requires a structured approach and dedication. Change won’t happen overnight, but with a clear plan and persistent effort, organizations can gradually shift toward a culture of continuous learning.
Remember, the journey to a resilient culture starts with actionable steps and a steadfast commitment to progress.
Pam Morris is the director of operations and sales at LPW Training Services. Email Pam at pmorris@lpwtraining.com or connect through www.linkedin.com/in/pam-morris/.
