This week is ‘Learning at Work Week’ which is a unique annual event aimed to build learning cultures at work. The theme for 2024 is ‘Learning power’, which explores how lifelong and continual learning gives us power to change, grow and achieve our individual, team and organisational goals.
‘Learning Power’ is a concept which underpins many of the ‘universal themes’ of a positive employee experience, outlined in our EX Lens model, identified by analysing hundreds of best experience stories.
As humans we have an innate need for personal growth. This can involve a more traditional idea of intentional learning and development at work. Or something less tangible, such as a feeling that we have grown as a person in response to an experience. The 70;20;10 model which has been around since the 1980s provides a simple way of understanding the ways in which we can learn, develop and grow at work:
- 70% of learning occurs through on-the-job experiences: Employees gain knowledge and skills by tackling real-life challenges and performing their daily tasks. This type of experiential learning is crucial as it allows individuals to apply what they learn immediately and see the direct impact on their work.
- 20% of learning is social: Interaction with colleagues, mentorship, and collaborative projects enable employees to learn from others. This aspect emphasizes the value of social learning, where knowledge is shared, feedback is given, and best practices are exchanged.
- 10% of learning is formal: Structured training, courses, and workshops provide foundational knowledge and skills that are essential for professional growth. While formal learning is a smaller portion of the model, it lays the groundwork upon which experiential and social learning can build.
Growth is also linked to another EX Lens theme; challenge. We often find ourselves experiencing personal growth when we have a challenge to overcome – provided we are given the right level of support to overcome it. In addition, growth is also somewhat predicated by our mindset, highlighting the role of employee mindset in EX. It’s not all down to the employer – developing a growth mindset would seem to be a good foundation for great experiences.
Building a learning culture is about more than just implementing the 70/20/10 rule, here are some key points for consideration:
- Leadership commitment: Leadership must champion and model the importance of continuous learning. When leaders actively participate in learning activities and prioritise their own development, it sets a positive example for the entire organisation.
- Encourage curiosity and innovation: Create an environment where curiosity is encouraged, and innovation is celebrated. Allow employees to explore new ideas, experiment with new ways of working, and learn from their successes and failures.
- Integrate learning into daily work: Ensure that learning opportunities are integrated into the daily work. This can be achieved through job rotations, cross-functional projects, and stretch assignments that challenge employees and promote growth.
- Facilitate social learning: Foster a collaborative learning environment by encouraging peer-to-peer learning, mentorship programs, and knowledge-sharing sessions. Use social learning platforms to facilitate discussions and exchange of ideas.
- Offer diverse learning resources: Provide a variety of learning resources to cater to different learning preferences. This includes e-learning modules, microlearning segments, workshops, webinars, and access to external courses and conferences.
- Recognition and rewards: Recognise and reward employees who actively engage in learning and apply new skills to their work. This can be through formal recognition programs, career advancement opportunities, or simply acknowledging their efforts publicly.
Designing a Great Learning Experience
Creating an effective learning culture also involves designing impactful learning experiences. You’re probably familiar with the concept of learning needs analysis, or training needs analysis, but we advocate going further and using design-thinking tools to intentionally design great learning experiences. Here are some tools we regularly use with companies when we’re re-designing learning experiences with them:
- Learning Design Canvas: This tool helps you map out the entire learning experience. It provides a structured approach to designing learning experiences that align with business goals, as well as learner needs.
- Empathy Maps: Understanding your learners is crucial for designing effective learning experiences. Empathy maps help you delve into the needs, thoughts, feelings, and challenges of your employees. This deeper understanding allows you to create more personalized and impactful learning interventions.
- Learning Personas: Learning personas are detailed, behaviour-based profiles of your typical learners. They help you tailor your content and delivery methods to work for different people. By addressing the unique characteristics and preferences of each persona, you can avoid a ‘one-size’ fits all approach.
We have used these learning experience design tools with great success with many of the people we work with on learning design – if you’d like to find out more drop us a line!
Learning at Work Week is a valuable opportunity to emphasize the importance of a learning culture at work. Let’s use this focus to commit to fostering a dynamic and supportive learning environment that empowers every employee to reach their full potential.
