Training Industry Magazine - Spring 2022 - 48

learning is delivered in these early
days of an employee's life cycle gives
an impression of what sort of culture
they might expect - and whether this
lines up with the value proposition
shared during the recruitment
period. Is the learning experience
employee-centric? Are they treated
as adults? Is it contemporary, fun
and engaging? L&D must consider
the cultural signals they are sending
through a new employee's early
learning experience. Does this reflect
the
mindsets
and
business values?
As leaders transition in their careers,
they find increased responsibility
behaviors
the
to be leaders of culture, to embody
the values and purpose of the
organization and create opportunity
to inspire and motivate their teams.
But managing others has become
more complex. Hybrid working means
team members often have different
schedules and workspaces, so finding
a team's optimum operating rhythm
takes effort and skill. Managers must
learn to communicate more often, set
clearer expectations and measure
output. They have to understand
how to ensure equity of access to
information and a leader's time, and
equity of opportunity to contribute
and be recognized. This all takes
intentional action, and many people
leaders need to learn why it matters,
as well as how to manage their teams
in this way.
L&D can provide opportunities for
people leaders to learn from one
another, to explore new ways of
working and problem-solving together
- all while reminding leaders of the
influence they have in creating the
culture within their own teams.
SO, WHAT DOES THIS MEAN FOR
L&D PROFESSIONALS?
L&D professionals can embrace their
role
as
culture ambassadors. They
Transforming Company
The pandemic has accelerated transformation and changed what
people want from work. This means company cultures and the
employee experience must evolve to achieve sustainable business
growth. Here are a few considerations for building a sustainable
workplace culture:
Help employees find
purpose in their work.
Employees want to do work that
matters and makes a meaningful
difference to the communities they
live in.
Promote diversity at all levels.
Employees now expect diversity
at all of levels of an organization.
Fostering a culture that promotes
a sense of belonging is the
new expectation.
Build authentic leaders.
Employees want to work with
authentic leaders who show care
and compassion and who have a
vested interest in helping them
learn and grow.
Upskill talent.
Companies must invest in upskilling
and reskilling to keep pace with
change and ensure employees are
future-ready.
Focus on wellness.
Create a culture that values
work-life balance by focusing on
employee wellness and well-being
initiatives.
Foster psychological safety.
Build a culture where all employees
feel safe speaking up, taking
initiative and working together
toward shared goals.
can look and listen for examples of
purpose and values to weave within
learning content. If collaboration and
innovative thinking are important to
an organization, they can incorporate
these skills into each learning
experience. They can use learning
to create spaces for colleagues from
all parts of the organization to get to
know one another, build networks and
broaden internal knowledge.
As ambassadors of culture, L&D
professionals must upskill themselves
in DEI and grow their own cultural
intelligence. Building a practice of
reviewing learning design against DEI
guiding
principles can help ensure
learning experiences are inclusive and
equitable. And before any training,
facilitators can take a few minutes to
think about the inclusive experience
they want to provide, moving any
biases into consciousness where they
can be managed.
L&D professionals have the opportunity
to help grow a company culture that has
a shared sense of purpose, anchored
in common values and led by skilled
people whose mindset and behaviors
promote an inclusive and diverse
workplace that fosters collaboration
and innovation. Let's embrace the
challenge and find ways to influence
a culture that is good for employees,
organizations and society.
Vanessa Wiltshire is the deputy head of
people, performance culture for KPMG
Asia Pacific. Email Vanessa.
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Training Industry Magazine - Spring 2022

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