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Productive Learning
Culture
The most progressive L&D functions are responding to a changing learning landscape, not by driving more learning participation, but by
reducing learning waste. To do this, they are focusing on building a productive learning culture by curating relevant and appropriate learning
opportunities, teaching learners how to learn, and fostering the employees responsibility for the learning of those around th em.
This step-by-step guide will prove useful as you look to build a productive learning culture within your organization. As always, our aim is to
provide insights and tools that drive your success.
With our continued appreciation,
Key Components:
Key Components:
1.
1.
2.
2.
3.
3.
Learning Opportunity
Employees have access to
a select number of relevant
learning choices, not a high
volume and variety.
Learning
Opportunity
Learning
Capability
Productive
Learning
Culture
Learning Capability
Employees know how to
learn, not just which new
business skills and
knowledge to learn.
Learning
Environment
3
Learning Environment
Employees share ownership of the learning environment, not just their individual learning.
Source: CEB analysis.
Traditional
Approach:
Promote learning
and drive greater
participation
in learning
opportunities
7% Impact on
Employee
Performance
The Right
Approach:
Refocus L&D and
line investments to
right-size
relevant learning
activity.
11% Impact
on Employee
Performance
Participative Behaviors
Productive Behaviors
Multi-Channel
Utilization
4%
Reciprocal
Contribution
Learning
Receptivity
4%
Extraction
7%
Skeptical
Prioritization
7%
Continuous
Learning
1%
0%
5%
10%
0%
10%
5%
10%
n = 23,764.
Source: CEB 2014 Learning Culture Survey.
14%
14%
11%
10%
9%
8%
7%
0%
Employees Reporting
Presence of Attribute
Fair
Open
Relevant
Safe
Clear
35%
60%
22%
50%
20%
n = 23,764.
Source: CEB 2014 Learning Culture Survey.
Attribute
Definition
Fair
Employees perceive that learning opportunities are fairly distributed and learning
contributions are assessed fairly.
Open
Employees feel open to giving and receiving learning contributions from others.
Relevant
Safe
Clear
Create a Learning
Culture Strategy
1.
2.
3.
Assess the
organizations
current learning
culture.
Set goals for
proposed learning
culture and target
areas of change.
Identify required
partners for change
initiatives.
Assess
L&D
Assessing
Portfolio
L&D
Structure
Build
Learner
Assessing
Capability
L&D
Structure
Types
Types
4.
5.
6.
Foster
a Productive
Assessing
L&D Learning
Structure
Environment
Types
Monitor Learning
Assessing
Health
L&D Culture
Structure
Types
7.
8.
9.
Self-assess your
organizations learning
opportunities, the learning
ability of employees, and the
current learning environment.
Focus on improving aspects
of your learning culture that
are not productive, and
identifying why other areas of
learning culture have been
more productive.
Learning
Opportunity
Learning
Capability
Learning
Environment
Overall Point
Total
Definition
Rating
Strongly Disagree
Strongly Disagree
Strongly Disagree
Strongly Disagree
1
1
1
Strongly Disagree
Strongly Disagree
Strongly Disagree
Strongly Disagree
Strongly Disagree
Strongly Disagree
20 and below:
21-36:
37 and above:
1
1
3
3
3
Neither Agree Nor Disagree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
5
Strongly Agree
Area(s) of
Improvement
Learning
Opportunity
Employees feel
overwhelmed with the
amount of learning
opportunities
Create a
better
managed
learning
portfolio
Employees using
their work time
more efficiently
Teach
employees how
to learn on
their own and
with others
Employees more
prepared to
adapt to changing
business
conditions
Learning
Capability
Learning
Environment
Employees struggle to
get the development
input they need from
coworkers
Link to Business
Strategy
L&D Goal(s)
Facilitate
more network
learning among
employees
Employees more
equipped to
overcome daily
work challenges
When creating L&D goals for the learning culture strategy, be sure to:
10
Communications
Function
Recruiting
Function
Integrates aspects of the organizations learning culture into the employment value proposition
Solicits feedback from candidate pool on which aspect of an organizations learning culture attracts talent
HRBPs
Senior Leaders/
Executives
Line Managers
Line Employees
Facilitate cross -functional management of major strategic initiatives and human capital needs
Align learning culture initiative with other human capital strategies
Address line concerns as culture strategy progresses
Collect feedback on learning changes from the line
Identify Executive ChampionsIdentify potential executive supporters to ask for feedback on early drafts of the learning
culture strategy; this increases the likelihood of them supporting and championing it.
Pressure Test Ideas with Individuals Outside L&DThroughout the change process, pressure test initiatives with individuals
outside L&D and incorporate external perspectives.
Outline the Ask at the EndEnsure stakeholders understand what is required to deliver the desired learning culture strategy
by clearly outlining next steps and needs .
Keep Momentum and Communication Lines OpenRegularly update stakeholders on progress made against the learning
strategy to sustain support.
11
Create a Learning
Culture Strategy
Assess L&D
Portfolio
Build
Learner
Assessing
Capability
L&D
Structure
Types
Foster
a Productive
Assessing
L&D Learning
Structure
Environment
Types
Monitor Learning
Assessing
Health
L&DCulture
Structure
Types
12
Compile resources to
determine the current mix of
learning content available
at your organization.
Assess whether employees
have access to the right
suite of learning resources.
Ask Yourself:
Ask Yourself:
10%
Simulations
19%
Classroom
Training
11%
Mentorship/Peer
Learning Programs
19%
External Coaching
17%
Manager-Led
Dev elopment Resources
13
Inputs Include:
similar role
Low Content
Relevance
High Content
Relevance
Divest
If the learning content suffers from poor
efficiency and there is no pressing
business need for the skill, eliminate the
content from your portfolio.
Reposition
If the content is currently popular or
effective at creating new skills, but has
little relevance to current business goals,
consider retooling the learning to be more
aligned with business strategy.
Reposition
If there is still a market for the content but
the current material is proving ineffective,
the learning offering is a prime candidate
to be reworked to meet current employee
needs.
Maintain
If the content is both efficient and relevant
to current business needs, the learning
has value and should remain in your
portfolio.
14
To avoid creating
irrelevant or misaligned
learning content, apply
stringent needs analysis
processes to proposed
L&D projects.
Urgency
Proposed project maintains current business unit skill set. (1 point)
Proposed project addresses a low- or medium-priority development gap. (2 points)
Proposed project addresses a critical development gap. (3 points)
Reach
Improve Needs-Analysis Processes
Proposed project is not scalable for use in other areas of the organization. (1 point)
Proposed project may be scalable for use in some areas of the organization. (2 points)
Proposed project is scalable for use in many areas of the organization. (3 points)
15
Create a Learning
Culture Strategy
Assess L&D
Portfolio
Build Learner
Capability
Foster
a Productive
Assessing
L&D Learning
Structure
Environment
Types
Monitor Learning
Assessing
Health
L&DCulture
Structure
Types
16
*Avoid asking for line input on specific learning behaviors. Use the lines open feedback to
reinforce, or challenge, your perceptions of critical learning behaviors.
Which employee populations have the greatest ability to influence the behaviors of others? ___________________________
In which job roles are productive learning behaviors most critical for success? ___________________________
Which employee groups are in the greatest need of improved learning behaviors? ___________________________
Which employee populations are likely to provide valuable feedback on the success of the pilot? ___________________________
Population Selected:
Senior Leaders
Middle Managers
Frontline Managers
Individual Contributors
Other ( ________ )
Does the program currently contain any learning activities that create a natural opportunity for building productive
learning behaviors? Or could you embed such learning activities into the program?
Workshops: Provides hands -on guidance to help employees extract information thats relevant to their jobs, and allows
learners to challenge the content delivered using questions, discussions, and exercises.
Peer Consulting Sessions: Encourages employees to share best practices and discuss work-related challenges with one
another.
Intact Team Development: Provides an opportunity for teams to prioritize, and work to improve, their most critical team
development areas.
Action Learning: Allows employees to practice new business skills within work so they can immediately reflect on potential
opportunities for application.
Speed Feedback Sessions: Encourages employees to give and seek feedback in an environment that allows for
improvement of targeted skills.
18
19
Create a Learning
Culture Strategy
Assess L&D
Portfolio
Build Learner
Capability
Foster a Productive
Learning
Environment
Monitor Learning
Assessing
Health
L&DCulture
Structure
Types
20
We work together to execute strategy and grow our skills both individually and
as an organization. We should
Openly discuss improvement areas that will allow us to work better together;
On our team, how can we help each other develop, while simultaneously
achieving business results?
What are the rewards for ensuring our decisions support a productive
learning environment?
What responsibilities does each employee hold for supporting the learning
environment?
more credibility with their teams than L&D and are adept at holding team conversations.
the authority to ensure that teams focus on the right topics and to redirect the conversation as needed.
the ability to oversee employees and ensure that the plan for supporting a learning environment is carried out.
21
By highlighting multiple
coaching opportunities,
Accenture enables
managers to repeatedly
reinforce the importance of
the different highperformance learning
behaviors.
Through the specificity of
the coaching activities, L&D
helps managers identify
when and how to coach
their direct reports for a
specific high-performance
learning behavior.
Learning Behavior
Active Solicitation of
Input and Feedback
Active Collaboration
Agile Alignment
Provide Multiple
Exam ples
Accenture provides
managers w ith
multiple coaching
opportunities
to help them
repeatedly reinforce
high-performance
learning behaviors.
22
Hold employees
accountable for enabling
a learning environment by
identifying hard and soft
accountability measures.
23
Create a Learning
Culture Strategy
Assess L&D
Portfolio
Build Learner
Capability
Foster a Productive
Learning
Environment
Monitor Learning
Culture Health
24
Strategic
Objectives
Factors
Eliminate unproductive
learning resources from
portfolio
Detailed
Measures
Relevance of learning
programs offered.
Raw Data
Learning
participation/
completion rate
Post-learning
employee
satisfaction rating
25
Regularly evaluate
progress towards key
goals set out in the
original learning culture
strategy.
Opportunities
Risks
Next Steps
Amended HIPO
program to stress
awareness of
learning
behaviors.
Post-learning ratings of
content relevance have
risen.
Offer advanced
development opportunities
and tools to more selfaware learners.
Intentionality of learning
thats stressed in HIPO
program is lost once
learners return to their
jobs.
Aligned learning
investment with
current business
strategy,
High-priority learning
content still seeing low
adoption rates
Rework high-priority
learning content to make
it more relevant to
current employee needs.
Reduced number
of e-learning
courses available
on LMS.
Percentage of employees
accessing L&D portal
remains steady.
26
FURTHER RESOURCES
Assessing
Create
a Learning
L&D
CultureStructure
Strategy
Assessing
Assess
L&D
L&D
Structure
Portfolio
Types
Types
Foster
a Supportive
Build Learner
Assessing
Assessing
Build
Learner
L&D
Structure Capability
L&D Learning
Structure
Capability
Environment
Types
Types
Foster
a Supportive
Assessing
Monitor Learning
Learning
L&DCulture
Structure
Health
Environment
Types
Measuring for Impact
Use this research brief to
uncover the key aspects of
learning measurement and
receive guidance on a threestep process for effectively
evaluating learning programs.
American Expresss
Learning Paths
See how American Express builds
learning capability by designing their
Learning Paths to teach employees
how to learn, not just w hat to learn.
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