Many businesses have missed new opportunities or failed outright becasue they thought they were invincible and did not pay attention to the signals of customers according to the changing trends.
The one common thread that has led to the downfall of many organisations is that they had failed to learn.
As talent professional you have the ability to reach every person in the organisation and build a learning culture that can increase the likelihood of success.
The concept of learning culture was popularized by Peter Senge. To say it in simple words a learning organisation is one that proactively looks for and takes in new information, explores and synthesises that information, and responds with appropriate speed in ways that have positive impact on individuals, teams, or the organisation as a whole.
There are three characteristics of strong learning organisations that talent professionals can influence directly
The learning process starts right from recruiting someone. Ask yourself whether your recruiters are skilled at uncovering evidence of mindsets of curiosity, resilience and lifelong learning, whether the new employee on-boarding program set the expectation that employees share accountability for their own learning.
Although talent professionals are not typically responsible for the organisation’s structure, they can play an important role in helping mitigate organisational barriers.
The questions that they have to ask yourself to establish this is:
* Do our reward systems include shared goals that encourage cross-boundary cooperation?
* Do we integrate business information into learning offerings to support and model organization-wide information-sharing?
* Do we offer learning experiences-- virtual or in-person-- that bring together employees across organizational boundaries, and provide on-demand knowledge-sharing and network-building platforms to support ongoing peer connection and learning?
Leaders should encourage risk-taking and learning from failures. Learning has an element of risk to it and leading organisations embrace it and encourage calculative risk taking.
Here are a few key points to think from this aspect:
* Do we develop leaders who both embrace and mitigate risk by actively managing important business dilemmas?
* Do our leaders use methods to learn from both successes and failures, such as After Action Reviews?
* Do we develop coaches who embrace risk by allowing employees to stretch and ensuring they learn from those experiences?