AI and other transformative technologies are making workplace learning more important than ever. Organizations will need to shift towards continuous learning and experimentation to keep pace. At the same time, employees are eager for growth and learning opportunities. Both sides can benefit from cultivating a culture of learning.
Workplace learning has become almost as important as salary for individuals making the decision to stay with an organization, according to a Pew survey. And nearly two-thirds of respondents in an Amazon / Gallup survey said that the availability of workplace learning was either “extremely” or “very” important in deciding whether to accept a new position.
AI is projected to add $7 trillion to global GDP in the next decade, according to Goldman Sachs. AI will increase automation to 29.5% of all work hours by 2030, based on a McKinsey projection. As we are welcoming AI transformation of the workplace, organizations need to learn new ways for people and AI to supplement each other. This article will examine how organizations can develop a learning culture in the age of AI.
To meet new challenges, start by creating what Microsoft CEO Satya Nadella calls a “learn-it-all” culture. Nadella describes the “learn-it-all” as someone eager to gain new knowledge, new skills, and different points of view. He contrasts the “learn-it-all,” with the “know-it-all,” who believes he or she already has the answers and isn’t open to new perspectives. What Nadella is describing is a “growth mindset.”
People who have a growth mindset believe that personal qualities are changeable and can be improved. They view challenges as opportunities for growth, not as threats. By contrast, people who have a “fixed mindset” view personal qualities as unchanging. From this point of view, problems are challenges to the ego and sense of self-worth.
None of us are entirely in the growth mindset or fixed mindset camp. We’re each a mixture of the two, and the goal is to give the growth mindset opportunities to flower.
The single most important thing organizations can do to cultivate a growth mindset and promote workplace learning is by creating psychological safety. In this case, “safety” means that people feel comfortable speaking out, expressing new ideas, and trying new things. Psychological safety is a quality shared by working groups. It isn’t enough for one or two individuals to be bold or outspoken; to maximize a team’s potential all members must share the same sense of safety.
For organizations, that translates into accepting risk and tolerating mistakes. Team members won’t be willing to think outside of the box or try new things if they risk being criticized or punished. It also means actively seeking out the ideas and opinions of team members without judging or criticizing them. While not all ideas will be worth pursuing, all are worth hearing. With encouragement and the right spirit, team members will learn that it’s okay to speak up.
Another key to workplace learning is to make sure it meets the needs of individual employees. Frontline managers are often in the best position to help since they have day to day insight into the strengths, weaknesses, and aspirations of their team members. Organizations should make sure managers have the tools to discuss growth and development.
It’s also important to make the connection between workplace learning and career development clear. People need to know how their efforts will pay off in the future. Organizations can help by creating development plans that meet specific career needs.
A successful workplace learning program will also provide development paths that reflect different interests and talents. It would be a mistake, for example, to assume that everyone wants to move from a technical position to a supervisory one. Not everyone has the “people skills,” or the desire, to manage others. It would also be a mistake to assume that people want to stay in their current specialties. Agile organizations will find a way to make room for talented people who develop new interests.
Offering a variety of training methods is another way to keep learning accessible. While some training may require a traditional seminar or workshop format, that isn’t the only option. Online courses and short, “micro-learning” experiences may be better suited to meet some needs. And for more “hands on” learners, on the job training and internal “apprenticeships” may be the best options.
Finally, workplace learning should be as accessible as possible. Start by making sure employees have the time to complete development activities. That may include setting aside time for training and avoiding strict deadlines for completion.
Developing a culture of workplace learning will be essential to keep pace with change, especially in the age of AI. Successful organizations can “learn it all” by adopting a growth mindset, creating psychological safety, and meeting individual needs.
==================================
TEP.Global not only has a combined 100 years of experience and expertise in people management, talent acquisition, executive assessment, but also deep knowledge in building teams and workplace culture in organizations of all sizes. For more information and insights, please contact us.
Leave a Reply