This Knowledge Hub is designed to share research and resources related to Learning. Use the menu at the top or scroll through to access case studies, frameworks, tools, related resources, and much more. This Hub will be updated as new research and resources become available, so check back often.
As we launch this Learning Knowledge Hub, a new CRF research project on The Future of Learning is underway. Survey data, key takeaways, case studies, the research report, and other resources from that project will be added to this Hub as they become available.
In the meantime, we reflect on one of the key challenges HR must embrace in order to drive organisational performance: Developing a Learning Culture.
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Click the button below to contact Carmen, CRF’s Research Manager, if you’d like to be connected to a practitioner in the CRF network, or if you have a question or feedback about the research.
Learning, both at the individual and organisational level, is the foundation for innovation and growth. It also sits at the heart of organisation transformation: developing a future-fit workforce will require significant investment in reskilling, which requires both formal learning and the opportunity to practise new skills on-the-job.
Corporate learning is becoming increasingly technology-driven. However, technology alone will not get us where we need to be. It needs to be underpinned by a culture of continuous learning, where the organisation climate and leadership behaviours support development. Actions that organisations can take to build and sustain a learning culture include:
- Joining up the dots between business strategy, learning, deployment and career development so future capabilities are identified and developed.
- Signalling to employees what the business strategy means in terms of valued future skills, and nudging people to develop skills that will both ensure their future employability and help the organisation grow.
- Supporting employees in determining their own future by putting learning and career support tools and access to career opportunities in their hands.
- Upskilling line managers to have good career conversations and help their teams navigate learning opportunities in the organisation.
- Leadership role-modelling is important, for example taking part in reverse mentoring to learn new skills. However, it’s essential that what leaders say is backed up by action. A common barrier is talent hoarding. Developmental cultures tend to be backed up with an expectation that leaders facilitate internal mobility, and are prepared to give up their best performers to support their development.