Training Industry Magazine - November/December 2020 - 11

NEHA TRIVEDI, CPTM

GUEST EDITOR

3 CRITICAL COMPONENTS
TO CREATE A HIGH-IMPACT
LEARNING CULTURE

Key findings from Emerald Works'
research report reveal that "high
impact learning cultures (HILC) are 10
times more likely to have a sustainable
impact on four critical levers of business:
growth, transformation, productivity,
and profitability."
There are many components of a learning
culture in a work environment. Many
times, the expectation is for the learning
team to drive and sustain the learning
culture. However, the reality is that it is
much more involved than one function.
The development of a learning culture lies
beyond the learning and development
(L&D) function.
The trifecta that is influential in creating a
high-impact learning culture includes:
1.	 Organizational leadership.
2.	Line management and employees.
3.	Collaboration between
human resources (HR).

L&D

and

When these critical groups do their parts,
the organization builds a much stronger
foundation for high performance and
continuous growth.
WHY IS THIS IMPORTANT?
Learning does not occur at a single event
or time; it must be continuous, on demand
and just in time. Learning in the flow
of work and experiential learning have
much greater impact, and learning must
support increased knowledge, build skills
and reskill employees as organizations

transform their business strategies.
Knowledge workers are essentially
obsolete, but "learning" workers are the
key to organizational success. Employees
must continuously grow as they advance
in their careers.

THE DEVELOPMENT OF
A LEARNING CULTURE
LIES BEYOND L&D.
ORGANIZATIONAL LEADERSHIP
Leadership
must
model
learning
behaviors and provide consistent
messaging to encourage continuous
growth. Leaders that incorporate learning
into the organizations' DNA by driving
a growth mindset can foster innovation,
collaboration and support for company
goals. A learning culture also creates a
space for employees to challenge the
status quo with new knowledge, take
acceptable risks and not be penalized
for failures. If leadership employs
learning as part of their employee value
proposition, they will attract employees
that continuously learn and grow and
experience increased retention.
LINE MANAGEMENT AND
EMPLOYEES
Managers support the professional
growth of their teams and themselves
with consistent messaging regarding
continuous learning. Managers will be
more apt to share the responsibility for
learning, coach their team members
with more regular feedback, encourage
time for development as learning is

increasingly valued and more aligned
to performance measures. Managers
who model lifelong learning behaviors
will influence and empower employees
to build their skills and contribute to
organizational transformation.
L&D AND HR TEAM
Historically the keepers and drivers of
learning culture, L&D and HR teams should
focus on the continuous development
of the organization's learning foundation
and create alignment between shifting
organizational strategies.
Building the learning foundation includes:
*	 Oversight,
management
and
governance of the learning platform.
*	 Optimizing learning-related tools and
resources, such as learning libraries,
curated learning content, and skills
development.
*	 Alignment
with
upstream
downstream functions.

and

*	 Implementation of industry trends or
opportunities that fit the needs of the
organization's business goals.
Collaboration between organizational
leadership, line management and
employees, and L&D and HR teams will
contribute to a stronger and more impactful
learning culture in any organization.
Neha Trivedi, CPTM, leads enterprise learning
strategy and colleague development at
Alight Solutions. Email Neha.

T R A I N I N G I N DUSTR Y MAGAZ INE - L& D'S ROLE IN CHANGE MANAGE ME NT I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

| 11


https://www.emeraldworks.com/resources/research-and-reports/strategy/back-to-the-future?utm_source=learning_news&utm_medium=pr&utm_campaign=report_launch https://www.emeraldworks.com/resources/research-and-reports/strategy/back-to-the-future?utm_source=learning_news&utm_medium=pr&utm_campaign=report_launch https://www.trainingindustry.com/glossary/learning-culture/ https://www.trainingindustry.com/glossary/learning-culture/ https://www.trainingindustry.com/magazine

Training Industry Magazine - November/December 2020

Table of Contents for the Digital Edition of Training Industry Magazine - November/December 2020

L&D's Role in Change Management
Table of Contents
3 Critical Components to Create a High-impact Learning Culture
eLearning Takes Center Stage: How L&D Can Impact Change
Recognizing, Regrouping and Responding to Change
L&D's Role in Revolutionizing Diversity and Inclusion Initiatives
Building Resilience: L&D's Evolving Role in Business Continuity Planning
Consider the White Room: Curating Meaningful Learner Experiences
Cost-estimating Learning Initiatives and Infrastructure Requirements
Trends 2021: Planning for the Future of Learning
Prove It! Measuring Training Impact for the Fourth Industrial Revolution
Critical Leadership Skills in Times of Crisis
Beyond Service: How Defining Moments Impact Culture
LinkedIn’s Business Leadership Program: Finding, Developing and Supporting Early-Career Talent 
Managing Digital Relationships: What Brain Science Can Teach L&D About Biostyles
Beyond Pivotal: The Pivoting Role of Learning and Development
Skillsoft and Global Knowledge Consolidate, Creating a Multimodal Training Giant
Company News
Training Industry Magazine - November/December 2020 - Intro
Training Industry Magazine - November/December 2020 - 1
Training Industry Magazine - November/December 2020 - 2
Training Industry Magazine - November/December 2020 - 3
Training Industry Magazine - November/December 2020 - 4
Training Industry Magazine - November/December 2020 - L&D's Role in Change Management
Training Industry Magazine - November/December 2020 - Table of Contents
Training Industry Magazine - November/December 2020 - 7
Training Industry Magazine - November/December 2020 - 8
Training Industry Magazine - November/December 2020 - 9
Training Industry Magazine - November/December 2020 - 10
Training Industry Magazine - November/December 2020 - 3 Critical Components to Create a High-impact Learning Culture
Training Industry Magazine - November/December 2020 - 12
Training Industry Magazine - November/December 2020 - eLearning Takes Center Stage: How L&D Can Impact Change
Training Industry Magazine - November/December 2020 - 14
Training Industry Magazine - November/December 2020 - Recognizing, Regrouping and Responding to Change
Training Industry Magazine - November/December 2020 - 16
Training Industry Magazine - November/December 2020 - L&D's Role in Revolutionizing Diversity and Inclusion Initiatives
Training Industry Magazine - November/December 2020 - Building Resilience: L&D's Evolving Role in Business Continuity Planning
Training Industry Magazine - November/December 2020 - 19
Training Industry Magazine - November/December 2020 - 20
Training Industry Magazine - November/December 2020 - 21
Training Industry Magazine - November/December 2020 - Consider the White Room: Curating Meaningful Learner Experiences
Training Industry Magazine - November/December 2020 - 23
Training Industry Magazine - November/December 2020 - 24
Training Industry Magazine - November/December 2020 - 25
Training Industry Magazine - November/December 2020 - Cost-estimating Learning Initiatives and Infrastructure Requirements
Training Industry Magazine - November/December 2020 - 27
Training Industry Magazine - November/December 2020 - 28
Training Industry Magazine - November/December 2020 - 29
Training Industry Magazine - November/December 2020 - Trends 2021: Planning for the Future of Learning
Training Industry Magazine - November/December 2020 - 31
Training Industry Magazine - November/December 2020 - 32
Training Industry Magazine - November/December 2020 - 33
Training Industry Magazine - November/December 2020 - 34
Training Industry Magazine - November/December 2020 - 35
Training Industry Magazine - November/December 2020 - Prove It! Measuring Training Impact for the Fourth Industrial Revolution
Training Industry Magazine - November/December 2020 - 37
Training Industry Magazine - November/December 2020 - 38
Training Industry Magazine - November/December 2020 - 39
Training Industry Magazine - November/December 2020 - Critical Leadership Skills in Times of Crisis
Training Industry Magazine - November/December 2020 - 41
Training Industry Magazine - November/December 2020 - 42
Training Industry Magazine - November/December 2020 - 43
Training Industry Magazine - November/December 2020 - Beyond Service: How Defining Moments Impact Culture
Training Industry Magazine - November/December 2020 - 45
Training Industry Magazine - November/December 2020 - 46
Training Industry Magazine - November/December 2020 - 47
Training Industry Magazine - November/December 2020 - LinkedIn’s Business Leadership Program: Finding, Developing and Supporting Early-Career Talent 
Training Industry Magazine - November/December 2020 - 49
Training Industry Magazine - November/December 2020 - 50
Training Industry Magazine - November/December 2020 - Managing Digital Relationships: What Brain Science Can Teach L&D About Biostyles
Training Industry Magazine - November/December 2020 - 52
Training Industry Magazine - November/December 2020 - Beyond Pivotal: The Pivoting Role of Learning and Development
Training Industry Magazine - November/December 2020 - Skillsoft and Global Knowledge Consolidate, Creating a Multimodal Training Giant
Training Industry Magazine - November/December 2020 - Company News
Training Industry Magazine - November/December 2020 - 56
Training Industry Magazine - November/December 2020 - 57
Training Industry Magazine - November/December 2020 - 58
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