Developing a culture or learning

Many companies I deal with are very committed to training and are conducting training on an ongoing basis. However many train for the sake of training and have not gained support from employees.

For training to be effective there must be a perceived need in the mind of the recipient. Employees do not like to attend training for which they have no need, yet in many cases this is exactly what is happening.

In order to have an effective and ongoing training programme and for that programme to be successful there is a need to develop a culture of learning.

Building a culture of learning in any organisation requires a shift in the way you see your business. Traditionally, organisations are managed through departments or divisions that do not always communicate well or work together towards a common vision.

While most problems can be dealt with by breaking them down into smaller components and finding solutions for each, a learning organisation always considers the impact of each decision on the whole organisation.

How often do we hear of training being conducted in organisations where no discussion has taken place with the various managers in the various departments? It is far too common that the Skills Development Facilitator (SDF) makes decisions regarding the training to be included in the Workplace Skills Plan without any discussion regarding the needs of the organisation and in particular the specific need of the employees.

Make a long term commitment

Becoming a learning organisation requires a long-term commitment. People are motivated in different ways. While one person will feel rewarded by a pay rise, another will value praise and recognition above all else. Another will measure their success through a promotion.

Training can be a strong motivating factor for your staff, as it helps them grow and gain new skills. This will help their performance at work and make them more marketable or employable. Training is an ideal way of implementing and preparing for succession planning.

To be effective training needs the full participation and commitment of all staff. But in order to get this commitment there must be an understanding of the reasons and the benefits of such training. To encourage commitment from another, you must be committed yourself.

These aspects cannot be enforced but can be achieved through your personal commitment and honesty.Integrity and honesty are fundamental to gaining the trust and respect of others. Don't inflate the benefits or underestimate problems, and above all do not promise promotions you can’t make.

As a safeguard, have your employees who are attending training, particularly if the are involved in a succession planning programme, sign an understanding that promotions and increased income will not be a right resulting from training.

Clarify your thinking

Your personal feelings about how much you value learning will show in how you discuss issues such as knowledge, information, and change.

Ask yourself

  • What new concepts and principles am I using that I wasn't using a year ago? What do I want to learn this week?
  • Do I actively consider what I'm doing or take a more passive sponge-like approach? If you appreciate what you're learning, you'll influence others to do the same.

Make sure you stay informed

You should consider working with your SDF in establishing your company’s current temperature by conducting a learning culture and needs analysis. A simple analysis will assist in assessing your employees and management orientation to learning.

An assessment describes the characteristics of cultures that encourage learning and those that block learning. By taking your company through this exercise, you begin to demonstrate that you're willing to ask tough questions and want to hear honest answers rather than reassuring reminders. Ask for honest answers to questions, listen to responses and above all do not be prescriptive.

Make sure you get started

Consider how you have approached your WSP in the past and ask yourself whether this approach was correct? Have you completed a nice to read, well intentioned WSP or have you completed a factual planning document based on actual needs of employees and management?

If you and your SDF have not embarked on such an undertaking previously - if you do not presently have a specific plan - do something now.

Talk to and listen to others

Develop relationships with people at all levels of your organisation. If you try to develop a culture of learning by replacing human interaction with technology, you fail to appreciate the associations that develop when people learn from one another.

Keep things in perspective

Adult learning is less about taking in new information than it is about connecting with people who help put that information in context and suggest new ways of understanding it. We learn and adjust our approaches not just by getting facts but by getting relevant information in a workplace environment. It is in this environment we see patterns emerge and discover new ideas worth trying. Make a concerted effort to offer and gain a new perspective so that everyone can see situations in fresh new ways.

Make your intentions known

Your actions speak louder than your words. Do not talk about one thing and do something else. This will do nothing but create confusion and develop negativity in the minds of the observers. Close the gap between your talk and you behaviour so people don't need to spend their time clarifying the difference between what's said and what's done. Encourage everyone to ask questions, share stories about successes, failures, and what employees have previously learned.

Be Consistent

Being consistent requires a day to day shift in attention and practice. As long as your company views learning as your or your SDF’s latest fad, your culture cannot become one of learning.

To cement the elements of learning into your company culture, ensure that new ways of asking questions, running meetings, conducting performance appraisals (asking "what did you learn last year?" for instance) become your organisation's new routine.

When you consistently and energetically reinforce the value of learning, it will serve as the core ingredient of your companies training culture. Your company will be viewed as one in which people learn. With your commitment to learning and to creating a learning culture the management of your company will come to know that “this is the way we do things around here." When you have achieved this you will know that learning has become a part of your culture.

Continually monitor and review your progress

The impact of your promotions and strategies must be evaluated against pre-determined objectives such as your Corporate Qualifications Framework (CQF),established following your need analysis and included in your WSP. These plans however will need to be monitored on a continual basis and appropriate changes implemented as and when required.

© Des Squire (Managing Member)

AMSI and ASSOCIATES cc

Cell 0828009057