Learning – The key to employee engagement, customer service and innovation
Organizational learning is one of the strongest contributors to employee engagement and retention. A 2013 study from the “Journal of Applied Psychology” and associated data from Deloitte University, reported that the top 20% of companies that invested the most money and committed the most training hours per employee became more efficient, effective and their employees were more aligned with business strategy than the other 80%. These learning organizations also delivered significantly higher customer service and innovation.
Building learning into organizational culture is needed now more than ever, but most organizations are not prepared. Deloitte’s 2015 Global Human Capital Trends, incorporating data from 3,300 businesses and HR leaders in 106 countries, found that 85% thought learning was “important” or “very important”, yet only 40% were “ready” or “very ready” to build a learning culture.
Furthermore, PricewaterhouseCooper’s 2015 Global CEO Survey of 1,409 CEOs in 83 countries, found that 75% believed that a skilled, educated and adaptable workforce should be a priority; however, almost as many, 72% were concerned that the key skills that their companies needed would not be available through outside recruiting. Internal learning and employee development is a must to address this skills gap, as well as to maximize employee engagement, effectiveness and alignment.
CEO commitment is the starting point for building a learning culture. CEOs turn to CHROs and Chief Learning Officers, who are viewed as key leaders for maximizing potential and for fostering learning at all organizational levels. Internal operating procedures, technology platforms and targeted products make up the learning environment. Since, most learning is “on the job”, a learning culture requires readily available on-the-job tools, like on-demand training, coaching and performance support tools, including digital courses, mobile apps and social networks geared towards sharing knowledge. In fact, research shows that these on-the-job tools significantly outperform more “formal” learning like lectures. Learning often succeeds best in small, easy to find and easy-to-use chunks of content.
Learning organizations employ the power of internal and external experts. For example, a directory or social network of internal “experts” can enable simple and rapid deployment of employee skills and experience, connecting experts with those needing expertise. Operating procedures are designed to recognize the added value of the system, and are designed to encourage and reward the interactions. Use of external expertise is critical. Effective, high quality, external learning programs are usually available to target the problem that needs to be addressed. According to Training Magazine, approximately of 50% of 2015 instructional and facilitation expenditures involved outside programs, particularly when custom-learning content was needed.
Organizations and individuals often learn best after a mistake occurs. The U.S. Military, the largest learning organization on Earth, performs an “after-action review” following every maneuver. Through this formal process the team comes to understand what worked, what didn’t and what needs to change in order to improve. Furthermore, organizations need disciplined measurement. Employee feedback and survey data can identify an efficiency waiting to happen; learning programs can then be used to unleash this opportunity. Efficacy of programs should be continuously measured to assure that learning resources are targeted and effective, including longitudinal data that show lasting impact on culture. Like the Military, you need to continuously review activities to understand what’s working, what’s not and how to improve.
