Traditional corporate learning doesn’t leave much to the imagination. The usual classroom-led courses and 70-20-10 mindset are familiar reminders of what corporate learning means to most employees. During these learning experiences, we hope that employees take away as much knowledge as possible and utilize it to make them not only better performers, but better human beings. All good intentions aside, this learning strategy often fails to truly shift an employee’s way of thinking. It is necessary for companies to get creative, get collaborative, and turn learning on its head.
Making Structured Learning Immersive: Maximus took on the recent challenge of developing Telstra’s top talent. After a year-long accelerated talent program, the Maximus team held an immersion experience in Manila, Philippines for a series of core learning experiences, mainly around the topic of connecting with others and character authenticity. Instead of teaching the managers how to be these, they made them experience authentic interactions reactions first hand. By taking the leaders to interact with disadvantaged school children, they let down their guard and experienced authentic, meaningful interactions. This type of learning experience leaves an impression that employees cannot forget.
Teach by Enquiry: Instilling a curious nature in your employees is vital for their continued growth and development. An organization needs to foster an environment that helps employees understand the value of active enquiry. Take Uber for example: What makes them so successful? Instead of asking employees this question, have them call up an Uber, jump in the car, and physically experience how Uber is different than other cab companies. This type of immersion encourages active enquiry outside organisational resources.
Openness versus Control: Learning is traditionally quite rigid and controlled which can result in stagnant and less creative ideas. Two concepts can help foster a more open learning environment: design thinking and an open IT environment.
Design thinking helps with idea conceptualizing. Commonly, a lot of problem analysis is based solely on thought verses a synthesized and conceptualized approach. Encouraging a more integrated and ‘big picture’ approach to learning can be achieved through design thinking.
The IT environment should be conceptualized as an open source entity. People want to collaborate. By collaborating with others, we can leverage information and relationships allowing employees to build on ideas. This creates an incredibly diverse and open learning environment.
The future learning environment will be embedded in organizational culture. Every day, every interaction, and every experience should be approached as a learning opportunity. The reengineering of the corporate learning environment will not be a quick fix, but a cultural shift in how employers view the value of employee learning.
Check out this recent article published for CEO Magazine titled Development at the Top to continue the conversation about employee and executive learning.
