Build a Learning Culture for Future Growth

Mike Pelfini — 16 August 2024

A learning culture prioritizes growth and development as core values. To foster learning, organizations should take practical steps to make training accessible, relevant, and effective.

A learning culture is one in which growth and development are top priorities. From the top down, organizations that embrace a learning culture emphasize gaining and sharing knowledge. They have a growth mindset and proactively seek out improvement.

The advantages of a learning culture

The benefits are clear. Organizations with a strong learning culture are 92% more likely to produce innovations, 52% more productive, 17% more profitable, and have significantly better rates of engagement and retention than their peers, according to a study by Deloitte.

The future won’t wait. Some 85% of the jobs that will exist in 2030 have yet to be invented, according to a Gallup study. Organizations that want to remain relevant and continue to thrive will need to adopt a “learn it all” attitude.

But there are obstacles to building a learning culture. Employees typically spend less than 1% of their time on learning and development, according to the Harvard Business Review. Resources for learning and development may be viewed as a luxury and easily cut. The content available may not be relevant or up to date. Content may only be available in “one size fits all” programs. A common result is that employees or their supervisors don’t see the benefit of development programs and don’t seek them out.

This article will consider practical ways that organizations can foster a learning culture and meet the demands of a changing world.

Steps towards a learning culture

Start at the beginning. The best way to build a learning culture is to start at the beginning of the values-building process. Begin by putting the commitment in writing: Make learning a core value that the organization will prioritize and provide with adequate resources. Think of it as an investment in people, the most important assets of any organization, rather than as an additional line item expense.

Leaders from the C-suite to the “shop floor” need to be on board, too. Leaders are role models. When employees see that their managers and leaders embrace growth and development, they will be much more likely to follow suit. Leaders need to stay curious and open to new ideas to encourage learning in their teams.

Create a positive environment. Creating a positive environment for learning is the next step towards a learning culture. The environment is both mental and physical.

A necessary condition for creating a learning culture is assuring psychological safety, a shared belief among team members that it’s okay to ask questions, voice opinions, take risks, and make mistakes. A team that experiences psychological safety will be more willing to stretch, explore, and grow.

Physical considerations are important, too. We’ve already noted how little time most employees have for learning and development. Organizations need to invest in enough distraction-free time for learning to occur. Dedicated training days are one place to start.

Employees also need opportunities to practice their newly acquired skills. Too often the end of a training session means the end of learning. The result is that employees have no opportunity to test their skills – and may lack the confidence to apply them. Mentoring and coaching can help bridge the gap.

Personalize the offerings. Make sure the content and delivery of training materials meets individual requirements. People will have different starting levels and goals. The content should match their needs by being challenging but not overwhelming. Offering a variety of learning experiences is another way to make learning more attractive and accessible.

Learning opportunities can be integrated with professional development for added relevance. Create development paths with clear milestones so employees can see the benefits of training. Offering credentials and certificates to recognize newly acquired skills can be a powerful incentive when linked to advancement and mobility.

Measure the results. Measurement is a key part of developing a learning culture. Too often, organizations are content to track training hours without following up. That approach ignores the impact of the new knowledge and skills, or whether they’re being used at all.

One helpful approach is a US Navy Blue Angels style “after action review.” Ask four questions: (1) What did we intend to do? (2) What actually happened? (3) Why did it happen? (4) What will we do next time? The review will help focus attention on things that worked and things that need improvement.

Another useful tool is to adopt a consistent skills taxonomy. The term refers to a classification system for grouping skills into categories that apply across departments and functional areas. Adopting a skills taxonomy will help identify progress – and shed light on skills gaps. It can also promote internal mobility by matching employees to “best-fit” positions within the organization.

Developing a learning culture requires commitment and action, beginning at the top. When organizations make learning a core value – and view it as a crucial investment in the future – they set the foundations for growth. By taking practical steps to make learning accessible, relevant, and measurable, they can build a learning culture.

If you would like to learn more about creating a learning culture in your organization, please contact us.

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