Cultivating a Culture of Continuous Learning in the Workplace

 

In today’s fast-paced world, where everything changes super quickly, companies need to keep up if they want to stay cool and ahead of the game. That’s why it’s so important for employees to constantly keep learning and growing. It’s not enough to attend a few training sessions once in a blue moon employees need to engage in continuous learning that’s woven into the culture of the organization. This blog dives into why companies should create a culture of constant learning and how it can help them stay competitive and innovative. 

Theoretical Foundations:  

Learning Organization Theory 

This idea, introduced by Peter Senge, suggests that organizations that learn continuously are better equipped to adapt and succeed. Senge laid out five key principles for creating a "learning organization": 

1. Systems Thinking: Understanding how all parts of the organization fit and work together.
2. Personal Mastery: Encouraging individuals to develop expertise and mastery in their roles.
3. Mental Models: Challenging and evolving the way employees think about their work and the organization.
4. Shared Vision: Aligning everyone around a common vision to drive motivation and collaboration.
5. Team Learning: Promoting teamwork to leverage collective knowledge and improve decision-making.

Companies that embrace these principles can adapt, grow, and become more resilient like going through a rapid transformation that gives them a competitive edge. 

The 70:20:10 Model 

The 70:20:10 Model is a popular framework for workplace learning. It proposes that: 

1. 70% of learning comes from hands-on experiences and solving real problems on the job, 
2. 20% comes from interacting with and learning from others, and 
3. 10% comes from formal education and classroom learning. 

This model provides a balanced approach to development, combining practical experiences, social learning, and structured instruction. It’s about leveraging different ways of learning for maximum growth and adaptability. 

How Hemas Holdings Built a Culture of Continuous Learning and Why It’s Paying Off 

Hemas Holdings, a major company from Sri Lanka, serves as an inspiring example of a business that’s fully committed to building a culture of learning. They actively apply the 70:20:10 Model to ensure employees are growing and developing in ways that enhance their skills, engagement, and value to the company. Here’s how they do it: 

1. Learning by Doing: Real-World Problem Solving 

At Hemas, employees are encouraged to learn by taking on real challenges in their roles. This approach not only accelerates skill development but also boosts confidence and adaptability. It’s like learning to drive you gain far more by actually being behind the wheel than just reading a manual! Hemas’s hands-on approach ensures that employees can navigate real business challenges, preparing them for future leadership roles. 

2. Learning from Peers and Mentors 

Hemas promotes knowledge-sharing through mentoring and teamwork. Senior employees guide newer ones, offering advice, insights, and support. It’s like having a knowledgeable guide by your side who can help you navigate challenges and succeed. Hemas also encourages collaborative projects where employees can pool their strengths and ideas, enhancing both team performance and individual learning. 

3. Formal Learning Opportunities: Workshops and Specialized Training 

The company doesn’t neglect the structured learning portion, either. They regularly hold workshops and invite industry experts to help employees hone specific skills. Think of it like attending specialized classes or camps that allow you to deepen your knowledge in targeted areas. By investing in high-quality training, Hemas empowers employees to bring the latest skills and knowledge into their work. 

Through these continuous learning initiatives, Hemas Holdings has built a strong learning culture that not only supports employee growth but also drives the company’s success. Employees feel valued and invested in, and the company remains innovative and resilient able to adapt to changing market conditions with ease. 

Why Learning Cultures Matter

A strong learning culture leads to happier, more engaged employees who stay longer and contribute more effectively to the organization’s success. For a company, it’s like assembling a top-tier sports team: with everyone continuously improving and supporting one another, the team is more likely to win.

References 

• Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday. 
• Lombardo, M. M., & Eichinger, R. W. (1996). The Career Architect Development Planner. Lominger Limited. 
• Eraut, M. (2004). Informal learning in the workplace. Studies in Continuing Education, 26(2), 247-273. 
• Hemas Holdings PLC. (2023). Annual Report. [Online] Available at: https://hemas.com/reports [Accessed 6 Nov. 2024]. 

How does your organization support continuous learning?  

Share your experiences and thoughts in the comments below. Let’s discuss what makes learning work in the modern workplace! 

 

Welcoming New Talent: Employee Onboarding and Orientation Programs

In a world where companies are fiercely competing for top talent, it’s more important than ever to make sure new employees feel welcomed and get up to speed quickly. That's where structured onboarding comes in it’s like a well-orchestrated welcome party that helps new hires understand their role, bond with their teammates, and feel like they’re part of the “in crowd.” A good onboarding process boosts morale and strengthens commitment, helping employees to settle in and perform better from day one. 

Why Onboarding Matters 

Two key theories highlight why onboarding is such a game-changer. First, Socialization Theory explains that, just like joining a new school, when employees start at a new job, they need to make connections and learn the norms to avoid feeling like an outsider. A robust onboarding process helps new hires quickly adapt to the culture and build meaningful relationships, which can lead to more enjoyable work experience. 

Then there’s the Psychological Contract Theory, which is about the unspoken “agreement” between the employee and the employer. It’s the mutual understanding of job expectations and workplace support. When companies set these expectations clearly right from the start, employees feel valued and are much more likely to stay committed to the organization. 

Dialog Axiata’s Stellar Approach to Onboarding 

Dialog Axiata, one of Sri Lanka's leading telecoms companies, gets it right when it comes to welcoming new employees. Recognizing that the first few days set the tone for an employee’s experience, they kick things off with comprehensive info sessions where new hires get a full overview of the company's vision, culture, and values. Each new employee is paired with an experienced mentor to help them navigate the ropes. It’s like having a friendly guide on the first day of school, showing you around and filling you in on who’s who. Dialog Axiata even goes a step further by gathering feedback from new hires about their onboarding experience, which allows them to continuously improve the process. 

Thanks to their thoughtful onboarding, Dialog Axiata enjoys strong retention rates, as new employees feel engaged and valued right from the start. This results in higher job satisfaction, lower turnover costs, and a team that works better together. When companies invest in structured onboarding, they’re not just helping new hires they’re building a stronger, more cohesive workforce. It’s like setting up a winning team for a championship; if everyone knows their role and feels part of the team, the chances of success skyrocket. 

References: 

• Bauer, T.N. (2010). Onboarding New Employees: Maximizing Success. SHRM Foundation Effective Practice Guidelines. Available at: https://www.shrm.org [Accessed 5 Nov. 2024]. 
• Graen, G.B. and Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), pp. 219-247. 
• Saks, A.M. and Gruman, J.A. (2014). What Do We Really Know About Employee Engagement? Advances in Management, 7(3), pp. 1-7. 
• Dialog Axiata PLC. (2024). Annual Report 2023. Available at: https://www.dialog.lk/annual-reports [Accessed 5 Nov. 2024]. 
• Van Maanen, J. and Schein, E.H. (1979). Toward a Theory of Organizational Socialization. Research in Organizational Behavior, 1, pp. 209-264. 

How does your organization approach onboarding? What are some ways you’ve seen it done well? 

Share your thoughts and experiences in the comments below. Let’s keep the conversation going on creating supportive, engaging onboarding experiences! 

Measuring the ROI of L&D Stuff: Ways to Check If Learning Programs Are Worth It

Learning and Development (L&D) programs are super important for helping employees improve at their jobs, which ultimately boosts the company's productivity. But to keep company leaders convinced, we need to prove that these programs actually pay off. That's where measuring the return on investment (ROI) comes in. It’s like figuring out if what we’re putting into training is paying us back. Let’s explore some smart strategies and models, and even dive into a real-life example from Commercial Bank to see how it’s done. 

Kirkpatrick’s Four Levels: The Classic Approach 

Donald Kirkpatrick created a model that’s like a “how-to” guide for evaluating training programs. It’s got four levels: 

1. Reaction: This is like asking your friends if they liked the movie, you watched together. It’s about checking if employees found the training enjoyable and relevant. 
2. Learning: Here, we assess if employees actually learned something new. Think of it as a pop quiz after class. 
3. Behavior: This level is like checking if your friend who promised to stop procrastinating actually starts doing their homework on time. We want to see if employees are using their new skills in the workplace. 
4. Results: This one’s the game-changer. Did the training help the company improve, like making more money or increasing customer satisfaction? 

Phillips’ ROI Model: Adding the Money Factor 

Jack Phillips built on Kirkpatrick’s model with an extra level to assess the financial impact. His ROI Model goes beyond measuring what employees learn to actually calculate the financial benefit. It’s like the final question on a test that ties everything together: 

1. Data Collection: Think of this as gathering notes from a study group. This step involves collecting all relevant data to see if the training is working. 
2. Isolate Training Effects: Here, you figure out if improvements are truly due to the training, or if other factors might be in play. 
3. Convert to Monetary Value: This step is about taking the benefits from the training and translating them into dollar values. 
4. Calculate ROI: This is the ultimate check using the data and monetary values to determine if the training investment was worth it. 

How Commercial Bank in Sri Lanka Makes It Work 

Commercial Bank, one of Sri Lanka’s largest banks, has a smart approach to training. They know that continuous employee development helps them stay competitive. Here’s their process: 

• Employee Feedback: Right after training, they gather feedback to see what employees thought. It’s like passing around a feedback form in class. 
• Testing Knowledge: Next, they test employees to check if they actually learned anything new and can apply it to their jobs. 
• Behavior Check: They don’t stop at just learning; they check if employees are actively using their new skills on the job. 
• Business Impact: Finally, they look at how training impacts the company as a whole, like if it’s helping them boost sales or improve customer service. 

They take it one step further by using Phillips’ ROI Model to attach real financial value to these results. It’s a smart move that shows the higher-ups exactly how much value training adds to the company, making it a key part of their growth strategy. 

Investing in training pays off if it’s done right. By using models like Kirkpatrick’s Four Levels and Phillips’ ROI Model, companies can track the impact of their L&D programs. This helps them keep improving, retain talented employees, and ultimately drive better results. 

References: 

• Kirkpatrick, D.L. and Kirkpatrick, J.D., 2006. Evaluating Training Programs: The Four Levels. 3rd ed. San Francisco: Berrett-Koehler. 
• Phillips, J.J. and Phillips, P.P., 2016. Handbook of Training Evaluation and Measurement Methods. 4th ed. London: Routledge. 
• Phillips, J.J., 2003. Return on Investment in Training and Performance Improvement Programs. 2nd ed. London: Routledge. 
• Commercial Bank of Ceylon PLC, 2020. Annual Report 2020. Available at: https://www.combank.net/newweb/en/annual-reports [Accessed 6 November 2024]. 
  
• Smith, A. and Brown, P., 2021. Measuring the effectiveness of learning and development initiatives. Journal of Business and Psychology, 36(2), pp.231-250. 

How does your organization measure the impact of training programs? Have you seen any approaches that work particularly well? 

Share your experiences and insights in the comments. Let’s discuss ways to ensure training investments truly pay off!