Creating a learning culture in the era of digital disruption
Never before has the link between evolving skills and driving business outcomes been more prominent or pronounced than it is today, as organizations navigate the incredible pace of change and shifting expectations that define our business, social, economic and political landscapes. We’re all well aware of the implications of digitization from an individual jobs perspective – as institutions like Mckinsey Global remind us how by 2030, an estimated 14 percent of the global workforce (~375 million workers) may need to switch occupations as a result of automation and AI.
Beyond those practical career concerns, the era of digital disruption has also brought about a very real shift in how we need to engage with work, the world and each other. Success with customers, investors, regulators and other stakeholders now requires mastery of technical and professional skills, as well as competencies that relate to an individual’s character, disposition and personal decision-making – traditionally considered “soft skills.”
In agile environments, where conditions can – and do – change in real-time, we need to know that employees have a point of view, can present well-thought out arguments, are equipped to give and receive feedback and are able to challenge other points of view respectfully. These are the keys to working collaboratively, innovating thoughtfully and reaching mutually-beneficial outcomes.
In this new reality, ‘how’ a person operates becomes as much a consideration as ‘what’ they’re able to deliver – and an organization’s ability to help people build the right skills, knowledge and behavioural patterns plays an even bigger role in its ability to remain competitive.
It’s increasingly important for leaders to cultivate sustainable learning cultures, not only to ensure operational competence and to provide for employees’ personal growth, but also to set the stage for the organization to survive and navigate continuous change – the one certainty in this era of digital disruption.
From a chief people officer’s perspective, here are a few ways I think we can create the kind of learning culture that can set an organization up for success in the long run:
TONE FROM THE TOP
The first thing we need to change is our collective mindset. Learning must be seen as a business priority; not an overhead or luxury. In most organizations, this kind of change begins from the top. The leaders in an organization have to articulate and reinforce this change in focus; only then will employees at all levels follow suit.
UPSKILLING FOR TOMORROW
With advancements in emerging technologies such as AI happening by the hour, it’s imperative to consider all workshops and courses we offer for employees as small but significant steps in a larger picture.
An upskilling programme should be the first step to more frequent learning opportunities and a culture that encourages as much. If only a handful of employees participate, then we need to empower and incent them to encourage others to follow their lead.
Whatever formal programs you have in place should be continually offered, refined and refreshed as needed to ensure a sustainable system of learning and upskilling.