Organisational Learning Culture

Organisational Learning Culture

Organizational Learning is distinguished by employee participation in a process of collaborative, collectively accountable change directed towards shared values, goals or principles.

Organizational learning seems to work on the proposition that learning is continuous, most effective and valuable when mutual and that every incident is an opportunity to gain new skills.

The learning organizations;

· Provide continuous learning and growth opportunities.

· Use learning as a tool to reach their goals.

· Link individual performance with organizational performance.

· Foster communication, making it safe for people to share openly and take risks.

· Embrace innovation technique as a source of energy and renewal.

Leveraging the supremacy of Knowledge and skills

Training is the key competency required by any organization that wants to survive and thrive in the new skilled economy. Industry champions keep asking learning questions, keep learning how to do things better, and keep spreading that knowledge throughout their organization. Training provides the catalyst and the intellectual resource to create a sustainable competitive advantage.

Knowledge organizations obtain competitive advantage from continuous learning, both individual and collective. In organizations with a well established performance management system, learning by the people within an organization becomes learning by the organization itself. The changes in employee's attitudes are reflected in changes in the formal and informal rules that administer the organization's behavior.

Strategies for Organisational Learning Culture

In 2010, corporate learning will be described as follows:

1. Experiential learning instead of classroom teaching

2. Coupled between organisational strategy, corporate behavioral change and learning culture


3. Results - measure overall business impact


4. Customization of learning tools to what is relevant and actionable on the job (competency based training)

5. Blended solutions to achieve the big picture impact of their learning outcomes

Talent Management and Organisational Development leaders must concentrate on the following strategies in 2010:

1. Real time Applications
2. Blended resolutions
3. Global/HQ Perspectives
4. Organisation Behavioral Change Agent
5. Accountability (ROI)

Finally, Training and Development Consultants, and Business Coach/mentors should focus on the following in 2010:

1. Being Responsible
2. Significant to the business
3. Respect employees time
4. Results (ROI)
5. Reliable across cultures and boundaries

Emerging trends to focus on in 2010

Business relevance
Learning professionals have re-invented the power of setting up an advisory board of senior leaders to prioritize the strategic business issues that corporate training must address in the coming years.

Entertaining, Engaging and Experiential learning (Blended Learning)
Computer/Video games for corporate learning are seeing increased interest among companies that attract and develop Millennials. These games provide a fun and engaging way to teach employees such complex skills as resource management, collaboration, critical thinking, and tolerance for failure. We may see more of this in the coming years.

Universal approach for Learning Culture
The growth for many companies in Singapore is one of the ten leadership characteristics for a global leader is being cultural agile, or being able to leverage the unique skills of all global cultures within the organization. This translates into developing a global perspective when thinking about the range of solutions to address business challenges.