However, despite universal agreement from heads of L

To more actively engage their employees in development outside of the classroom — historically a major challenge for many organizations — 61 percent of heads of Learning & Development focus on providing employees more learning opportunities, and 75 percent actively promote annamalai university the importance of on-the-job, experiential learning.
Instead of increasing learning choices, the best organizations limit learning opportunities to only those that are most relevant to employees and impactful for the organization by: Actively limiting and curating the learning opportunitie s provided by the organization; and, Determining which learning opportunities are relevant t o employees by considering their learning needs and learning maturity. 2. Advance the organization’s learning capability
Instead of simply creating and teaching learning content, the best organizations advance the organization’s annamalai university learning capability by: Designing learning programs that increase employee awareness of how to learn, annamalai university not just what to learn; and, Using learning technologies and platforms that enable employees to develop their learning behaviors, not just consume content.
Organizations that effectively execute this approach have more than twice as many employees with high learning capabilities than those that maintain the conventional approach. 3. Foster shared ownership of the learning environment
Our analysis reveals annamalai university that few organizations have environments that support a productive learning culture. annamalai university Although 60 percent of employees report that their work environments are open, far fewer consider their environments fair, relevant, safe, and clear.
However, despite universal agreement from heads of L&D, employees, managers, and leaders that creating a supportive learning environment is important, no single party has individual ownership of it.
Most L&D functions have been focused on driving ownership of individual learning but not on driving shared ownership of creating a learning environment. To do this successfully, L&D leaders must: Recognize and reward group actions that collectively support learning. Hold employees accountable for fostering a supportive learning environment.
Jean Martin is an executive director at CEB, a member-based advisory company. Her areas of expertise span the HR spectrum, including leadership, the future of the HR function, workforce annamalai university diversity and labor market trends. Contact her at FromTheDeskOfJeanMartin@executiveboard.com .
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