CREATING LEARNING

CULTURE
By, J Daniel Dawson
LEARNING CULTURE - DEFINITION

 A learning culture is a set of organizational values,

conventions, processes, and practices that encourage
individuals —and the organizations as a whole — to
increase knowledge, competence, and performance.
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 The new generation of employees, namely the
Generation Y, has grown up in a world that has been
changing at a breakneck speed with new research,
innovations and technology advancements.

 It is both intuitive and proven by various studies that

these employees want to keep up to speed and learn
continuously in a dynamic workplace.

 They expect employers to recognize, value and nurture

their potential.
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 The nature of this new workforce makes it easy for
employees to jump ship for organizations that offer more
growth and development opportunities. 

 To become the kind of employer that attracts and retains

talent, organizations need to build a “high-impact
learning culture”.

 While most HR professionals by now have identified

that a culture of learning is becoming key to the health of
the organization.
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 High Impact Learning organizations (HILOs) are overall
better at skills development and talent development.

 A study on high impact learning culture showed that

HILOs that have a strong “learning foundation in place”

 They are also significantly more likely to be first to

market, to possess skills to meet future demands and to
be market share leaders. 
 E.g (Apple’s marketing video)

 https://www.youtube.com/watch?v=keCwRdbwNQY
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 While culture is easy to talk about, implementation and

promotion of one is an elusive and a challenging task.

 Here are seven practical steps described in the High-

Impact Learning Culture Model from the research firm
Bersin& Associates to start building a high-impact
learning culture.
CULTURE MODEL FROM THE RESEARCH
FIRM BERSIN & ASSOCIATES
 

1.Make learning part of the organization’s strategic map: 

 In order to prioritize learning as a tool for success, it is

important to make learning a part of the organizations
strategic roadmap.
BERSIN & ASSOCIATES
2.Ingrain Learning in organization’s leadership culture: 
 
 A culture is easier to cultivate when leaders and facilitators
are personally committed and invested.

 Organizations must use their development programs to

encourage leaders and management to take ownership of
the learning culture as these are the persons who will
cultivate and reinforce the learning initiatives in various
levels of employees. 

 https://www.youtube.com/watch?v=Z79N1EWXx3E
BERSIN & ASSOCIATES
3.Engage captive audiences: 

 A “one size fits all” approach in learning does not meet

anyone’s needs, and may even disengage learners –
Training need analysis.

 HR professionals should instead focus on sourcing

dynamic, creative material that encourages participation
and creating a resource portfolio that suits a range of
learning styles.
BERSIN & ASSOCIATES

4. Make a great first impression: 

 Organizations can use on-boarding programs to

encourage employees to take personal responsibility for
learning and to demonstrate the organization’s
commitment to learning.
BERSIN & ASSOCIATES
5.Make Work educational: 

 Embedded learning approaches focus on “experiences

and application” instead of merely dumping theoretical
ideas and information.

 Provide learners with the confidence, competence and

motivation

(E.g) Learning in staffing business.

BERSIN & ASSOCIATES
6.)Make knowledge sharing into organizational habit: 

 Making a habit of sharing ideas, thoughts and knowledge

creates an informed culture.

 Knowledge sharing can be institutionalized by incorporating

incentives and opportunities into learning and performance
management process.

(E.g)Knowledge sharing sessions every Friday

BERSIN & ASSOCIATES

 7.Make performance management a driver of development: 

 Redesign performance management process to give at least equal weight to

coaching and development.

 Performance management is the process of creating a work environment or

setting in which people are enabled to perform to the best of their abilities.

 Coaching is a low cost but highly effective way to improve performance of

employees and therefore it is in the interest of organizations to hold people
accountable for developing others simultaneously while absorbing new skills
for themselves.