Transcript Slide 1

Presentation
By: Rick Hutchins
Date: Feb 3 and 4, 2011
Importance of Culture
The issue of workplace learning culture has become
increasingly important in the development of workforce
skills.
A key strategy for achieving this is the promotion of
workplace learning, in the context of lifelong learning, to
ensure that workers’ skills are constantly renewed and
adapted, and to equip them for a wide variety of
potential jobs. This requires a better understanding of
workplace learning culture.
Shift in thinking of workplace learning as a
cost to seeing it as an investment.
•Improvement in current job
•Improve quality of goods or service
•Respond to new technology
•Develop a more flexible workforce and improve
employee safety in the workplace
(Smith, 2000)
What does a learning environment look like?
Ask yourself, do we have…
• A learning environment with a policy framework that has been
designed and initiated by all levels of the organization?
•Clear opportunities for learning in the workplace, both formal and
informal ? Are these opportunities resourced and available to all
staff?
• Learning as a priority within our organization’s human resource
guidelines? Are our learning opportunities articulated and audited?
(This allows for organizations to evaluate the policy.)
Every workplace has a learning culture
Working practices are often influenced by outside
factors, e.g., government regulation such as WHS.
Improving the learning culture improves workplace
learning. Understanding the importance of culture is an
important first step for employers. “Beyond a training
program.”
“Learning is more likely to be effective if there is
synergy between the factors and forces that
contribute to the learning - regular discussion,
supportive management, willingness to
collaborate and learn part of the culture”
Improving Workplace Learning: Learning Cultures the Key
Phil Hodkinson, Professor, Lifelong Learning, University of Leeds
A weak learning culture:
•Workers can learn poor working practices in a workplace with
poor practices. There needs to be a focus on supportive learning
and an organizational commitment to a “culture” of excellence.
•Learning may challenge the values and preferences of some
stakeholders. Those with the most power are more likely to get
their way. There needs to be a shift in power models in many
workplaces.
Ask yourself …
What will it take for my company or organization to survive in a
changing economy? You must understand what your
organization's capacity and capabilities are. One important
exercise is a SWOT analysis. Look at strengths, weaknesses,
opportunities and threats within your organization.
All companies want to attain superior performance and through it
an identifiable competitive advantage. Success is attained when
organizations answer one question: "How can we use our existing
resources to develop our workers' learning capacity to attain our
vision?
How a Learning environment empowers employees to
develop imaginative strategies and innovative practices
•To build a lasting learning environment, organizations must begin
early by clearly defining what it means to be a learning
organization. Companies that successfully implement learning
strategies have the best chance to thrive.
•A learning organization is capable of aligning its strategic
objectives and vision with the capabilities, competencies and
ideas of its employees. Managers within a learning organization
seek to create an environment where their employees realize their
maximum potential.
Learning organizations are changing organizations because
they:
•create useful knowledge for the organization and disseminate this
knowledge effectively.
•use this knowledge to improve organizational effectiveness and
are better able to anticipate change.
•respond and adapt to change more quickly and perform better
and survive longer than organizations that do not learn so well.
Becoming a learning organization
It's perceived that the job of creating learning cultures is best left
to those with large budgets and extensive resources. This myth
unnecessarily holds back smaller companies from considering
and investing in developing a learning organization. But it doesn't
have to be expensive. Follow these basic points and you're on
your way to a more effective working environment.
Step #1
Keep it simple. The first rule in building a learning culture is to
keep things simple. The most effective strategy is one that makes
certain that everyone clearly understands what's involved and
what's expected from employees and managers.
•Consider an outside facilitator for this first step. It may help to
bring cohesion. Language is very important. Simple descriptions
are best.
•Research best practices and strategies used in other “similar”
organizations. Business to Business information can be powerful.
Step #2
Clearly define your strategic objectives to ensure your learning
strategy is effective. Bring your management team and advisors
together to define the company's vision and, working backwards,
outline the critical steps required to attain it. You need to know
where you want to go, how you are going to get there, and the
resources needed in the process.
•This is a planning process and follows basic guidelines. Once
again, looking at Business to Business examples can help with
context.
•This is the “buy-in” stage (a focus on resourcing is important).
Step #3
Set up a learning committee and policy. Bring together employees
and managers that appropriately represent the scope of the
organization. Ideally, the committee should have no more than five
to eight individuals. Each should have an equal say in the
development and implementation of the training policies.
• There are learning committee models used in many
organizations. CUPE is a good example.
Step #4
Take inventory of existing knowledge and competencies. This is
an involved two-step process. First, identify each position in your
company and then determine the skills and competencies
required to effectively complete the responsibilities. Second,
document the skills and competencies of the employees currently
in these positions.
• The trick to this exercise is to focus on “assets” in your
organization. There will be skills gaps but, from experience, there
is more buy-in with an assets model.
Step #5
Identify the skills and competency gaps. Once you complete the
knowledge inventory, determine the knowledge gaps that exist
between the employees' competencies and the skills required to
reach your strategic objectives.
•This process will help to inform the learning strategy to be
employed…For example: bringing in suppliers to talk about new
products.
•A knowledge inventory is also important to have as a company
looks to shift human resources and retrain in new skills.
Step #6
Determine your employee's personal goals. Talk to each
employee individually. Build a dialogue with them to determine
what their personal aspirations are within the organization and in
life. Help them help you accommodate their needs. You will gain a
dedicated and motivated worker.
• You will get more support by showing interest in the learner. This
step is a very important “bridging” activity. This will also help
management to include staff in finding solutions to key
organizational challenges. For example: recruitment and retention.
Step #7
Develop a training plan. At this point you know where you want
to go and what competencies you need to get there. With this
information, you are now able to source appropriate training to
resolve the identified knowledge and competency gaps.
• A training plan can be included with an annual strategic planning
exercise or it can be developed to support an immediate need
(new technology, for example). There are numerous templates for
developing training plans.
Step #8
Integrate learning into daily activities. Learning is a continuous
process. Implement tactical methods to encourage learning
among employees and to support employees with new or more
complex responsibilities. Coaching and mentoring are two ways to
make the learning process more interesting and an integral part of
the company's strategy. Measure and evaluate progress.
•Some ideas include: presentations, informal gatherings, sharing
resources, job sharing, job shadowing, product demonstrations,
resource libraries, personal well-being and health, family supports,
and team building activities.
All employees can contribute.
Everyone's opinions are valued and the amount that people can
contribute isn't determined by the position they occupy in the
organization. Employees at all levels will find it more enjoyable to
work in and on the business because it provides a basis for
creative ideas and gives people more control over outcomes and
the ability to make things better.
The first rule in building a Learning culture is to keep things
simple.
Concluding thoughts:
Workplace learning seeks to create a learning system which
incorporates the needs of the industry, the organization, the
division and the individuals within the organizational culture.
Work has to become learning and learning has to become work.
Work and learning are not synonymous: they are different
concepts.
Learning organizations that have a workplace learning culture are
more likely to have a workplace that improves performance. (Smith et
al, 2002)