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)