HRO Today November 2014 - 53

Training and Development
formal programs such as job rotation and shadowing.
* Only 41 percent of employees say their company
offers them opportunities to expand their skill sets,
and just over one-fifth of employees say self-directed
learning is important to their employers.
* Twenty-three percent of executives say their
company widely offers education as a benefit to keep
employees loyal and engaged.
* Only 45 percent of executives say the changing nature
of employment will require increased investment in
training.
* Companies with higher-than-average profit margins
are more likely to offer supplemental training
programs (57 percent) than companies with belowaverage
profit margins (51 percent).
Organizations need to offer the proper resources in
order to grow the workforce to fill future business
needs. It falls on HR to bridge the learning gap and
encourage a culture where everyone is both a student
and a teacher.
So, what is a learning culture? Let's start with what
it's not: It's not just a new mission statement or a
new training methodology. But it is a combination of
everything that affects how individuals within a company
learn new information and put it to work-and how
they're motivated to want to do so in the first place.
An important effect of a learning culture is retention.
After we successfully overhauled the learning culture at
SuccessFactors in 2012, we saw attrition rate among new
sales reps drop from 18 percent to 3 percent in just one
year.
In addition to clear communication, building trust,
and creating champions, there are three elements for
building a learning culture that stand out:
* Leadership buy-in. Without this, organizations
will not get far. New processes come and go, but
employees take their direction from the top. If risktaking
and honest reflection aren't valued, interest in
trying new things drops. And leaders need to reach
out to more than just the usual suspects and listen to
stakeholders from across the organization.
* Post-game analysis. Project post-mortems are only as
Only 41 percent of
employees say their
company offers them
opportunities to expand
their skill sets, and just
over one-fifth of employees
say self-directed learning
is important to their
employers.
successful as you let them be. Establish a process that
allows for honest reflection, not finger-pointing, and
stick to it. Learn from your mistakes as well as your
successes-and acknowledge that sometimes you can
do everything right and the results still won't be what
you hoped for. Above all, be transparent and share
what you've learned.
* Don't forget why you're doing this. Building a
learning culture takes time, and so you may not be
able to tie every aspect of it to this quarter's KPIs.
But keep your company's (or department's, or team's)
performance goals in mind. Improving information
flow may be more important if you're trying to grow
productivity, for example, while a team focused on
new product development may benefit from more
frequent post-mortems.
Changing an entire culture doesn't happen overnight.
But it's clear that there's a strong desire from both
executives and employees to place more emphasis on
acquiring new skills. As HR professionals, we must be
the catalysts to lead this change. Learning is one of
the few initiatives that everyone must care about-
encouraging growth through learning in your company
not only builds skills, but revenue as well.
Jenny Dearborn is chief learning officer of SA .
NOVEMBER 2014 | www.hrotoday.com
[53]
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HRO Today November 2014

Table of Contents for the Digital Edition of HRO Today November 2014

HRO Today November 2014 - 1
HRO Today November 2014 - 2
HRO Today November 2014 - 3
HRO Today November 2014 - 4
HRO Today November 2014 - 5
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