Corporate Culture Training

 In the banking industry education and training often focus on standard banking transactions and sales and customer service proficiency.  Banking education and training are now focusing on providing culture training as a way to help workers be more productive, creative and innovative at work as a way to increase revenues and production. Culture Training=Happy Employees= Revenues!

 Culture training utilizes traditional formal learning methods while also adopting informal learning methods to generate the biggest impact on its learners (Smith 2003, 2009).  E-learning in the form of online and tablet usage is a way of combining formal and informal learning methods (Johnson et al, 2013, p.7).

 Technology Using multimedia outlets such as blogs, Facebook, Twitter, etc. are now common tools that also incorporate informal learning in the corporate environment. "The importance of multiple channels for delivery of educational content can be found in the theory of multi-channel communication which confirms that when information is presented by more than one channel, there will be additional reinforcement, resulting in greater retention and improved learning" (Krippel et al., 2010).

In this economy when companies are looking at ways to cut cost and boost revenues having all training sessions be set up in a traditional manner may become a cost that they cannot maintain. Betts et al., 2009 noted, "Online learning is much more conducive to the expansion of learning time than is face to face instruction. With data supporting the effectiveness of online and blended education and projections for increasing growth in online and blended enrollments, it is evident that online and blended education has now become and established part of higher education."

It is important for higher educational institutes and corporations to understand what trends will or may affect the business. From technology that is constantly changing and evolving to the economy that goes up and down at times it seems without notice it is crucial that companies be on the forefront of what's happening in order to maintain productive.

Creating a culture training department for corporations that demonstrate the benefits of establishing culture training into their education regiment is important. Specifically focusing on a concept that was expressed by Professor Brene Brown on vulnerability and how it can change the way we learn, teach, train and connect with each other. Everyone in a company of any sort can benefit from vulnerability training from CEO's to everyday workers and especially managers. "Blaming, gossiping, favoritism, name calling, and harassment are all behavior cues that shame has permeated a culture. A more obvious sign is when shame becomes an outright management tool" (Brown, B. 2012).

There will also be a section that covers what an environment looks like when vulnerability is absent and shame is presented as the main managing tool. A clear picture will be drawn on the cause and effect of utilizing vulnerability skills as oppose to shame tactics on employee creativity and innovation along with company revenue, production, and growth.

With any new idea or changes that are present whether to children or adults will have its share of challenges. Challenges that culture training department will face implementing this training will be convincing some employees that vulnerability training is needed and having everyone understand the meaning behind vulnerability could also be a challenge. Having employees feel comfortable enough to discuss vulnerability and how to apply it could be challenging for some even being able to think outside of the box could be a challenge for some. The biggest challenge though may lie with upper management who may feel that they don't need this type of training and it should just be reserve for employees and staff.

Taking away shame as a tool for managing employees will allow for effective communication and creativity amongst workers. Brown 2012 expressed, "to reignite creativity, innovation, and learning, leaders must re-humanize education and work." Having culture training become part of the corporate educational regiment will help to enhance staff motivation and engagement because they will be able to be create and grow without fear of ridicule or harsh judgment.

Culture training will need to be assigned as part of incoming staff training and will continue on a quarterly basis both in a traditional group training environment and on a individual basis. At the end of each training session whether in a group or individual setting learners will be asked to complete a quick quiz and survey on the relevance and effectiveness of the presentation. They will also be presented with follow up surveys to help identify if the skills from the training are being implemented and if they are having a positive effect on the work place environment.

In conclusion, the banking industry needs to transform its training environment to include culture training as a way to increase productivity by promoting creativity and innovation through the use of technology and combining formal and informal learning methods. Focusing on including vulnerability training will help management create a more effective managing tool than using shame. This awareness of vulnerability will change the way we teach, learn, and lead opening a door to unparallel creativity and innovation.

Betts, K., Hartman, K., & Oxholm, C. (2009). Re-examining & repositioning higher education: Twenty economic and demographic factors driving online and blended program enrollments. [Article]. Journal of Asynchronous Learning Networks, 13(4), 3-23 Brown, Brene. (2012). Daring Greatly. New York, NY: Penguin Group. Johnson, L., Adams Becker, S., Cummins, M., Estrada, V., Freeman, A., and Ludgate, H. (2013). NMC Horizon Report: 2013 Higher Education Edition. Austin, Texas: The New Media Consortium. Krippel, G., McKee, A. J., & Moody, J. (2010). Multimedia use in higher education: Promises and pitfalls. [Article]. Journal of Instructional Pedagogies, 2, 1-8 Smith, M.K. (2003, 2009) "Jean Lave, Etienne Wenger and communities of practice", the encyclopedia of informal education. Retrieve from