Invest, develop, and grow your employees for organisational success by cultivating a learning culture. Learn more.
With data that skill sets for jobs have changed by around 25% since 2015, a number that is expected to double in 2027, inculcating a learning culture has never been more necessary. The skills required to perform in any role are shifting, and there is a pressing need for employees to upskill regardless of industry.
Fostering a learning culture where employees can pick up new knowledge, upgrade skills, and apply what they’ve learnt is necessary for both employee and employer. Not only do employees set themselves up for success in their roles but organisations can propel their vision further too. So, how do you build one?
A strong workplace learning culture can drive a competitive advantage for both your organisation and your employees.
As a broad organisational behaviour, a learning culture has numerous and varied benefits. It supports an open mindset, a quest for knowledge, and learning directed towards the goals of the organisation.
According to PwC, 80% of CEOs cite the need for new skills as their biggest business challenge. By cultivating a culture of learning, current employees get the opportunity to continually learn and grow on the job, as a result improving the organisation’s output and people development. By taking an interest in your employees’ growth and learning, you empower them and build trust, deepening employee engagement and relationships. When employees see a future with the organisation, they are more likely to stay and contribute positively, benefiting the organisation.
Building an agile learning culture means learning experiences are embedded throughout the employee lifecycle. That is, employers offer an agile experience starting from day one, from onboarding to on-the-job training and project delivery. To continually attract and retain more agile employees, workplace learning has to remain at the centre of the employee experience.
Screening for this learning flexibility and agility in potential candidates will help you build a foundation of employees who are not afraid to fail. It’s also important to hire the right managers who have the capacity to build an agile and capable team.
One way recruiters and hiring managers can screen for this character trait is by framing interview questions around how candidates have responded to difficult, constructive feedback in the past and what their actions were after.
To encourage risk taking, employees must first have a space where they feel safe enough to possibly fail. When employees don’t feel comfortable enough to voice a different opinion, this lack of psychological safety could manifest as quiet quitting in a disengaged employee. .
A recent survey by Catalyst found that 1 in 5 employees reported feeling overlooked or ignored during video meetings. Such feelings can affect employee morale, discouraging them to voice different ideas and questions in the future. The consequences of this lack of psychological safety at work can manifest in tangible ways, such as employee absenteeism and low productivity.
Providing your employees with a psychologically safe space where they can take risks, make mistakes, and learn from their experiences sets the stage for workplace learning.
As managers, keeping your team members engaged and committed at work is pivotal to cultivating the culture of continuous learning. When employees feel like their growth is being considered and cared for, engagement is higher, in turn, motivating them to develop and grow.
“It’s essential to create multiple points of engagement plus a safe and inclusive environment where employees can focus on their development and growth. To do so, employers must pivot from passive engagement mechanisms to active ones,” BI WORLDWIDE’s Managing Director, APAC, Omar Hadoui shares.
Active employee engagement mechanisms, such as BI WORLDWIDE’s Rewards Marketplace, are a meaningful way to incentivise employees and reinforce an organisational culture of learning. With offerings ranging from merchandise to experiences, these aspirational rewards trigger a hedonic motivation in employees to pursue learning achievements.
A learning culture places the focus on continuous development and competency at the forefront of your organisational culture. Cultivating an organisational learning culture is a continuous process that requires nurturing through hiring the right people, providing them with psychological safety at work and recognising wins of all sizes.