How to democratize and sustain learning in a hybrid world

Thanks to lower costs and higher accessibility, online learning has been embraced by an increasing number of organizations in the past decade — and the shift to a hybrid world of work has contributed to its recent growth. From sophisticated journeys built on internal learning management systems to subscriptions to highly reputable learning platforms, these options are transforming the learning landscape.

We still have a way to go, however, to ensure that people across the organization not only learn and develop, but that their development is sustainable. To get there, we have two priorities: Democratize knowledge so that information is accessible to all employees, and democratize learning so that the process of learning is accessible to all employees.

In order to democratize knowledge and learning throughout organizations, HR leaders must implement shifts at three levels: organizationally, with all managers and with all individuals.

The following best practices are required within each level to make learning in a hybrid world sustainable.

1. Organizational mindset shift

Over the course of the pandemic, many CEOs began to increase the importance they placed on learning and development, viewing it as an essential job requirement rather than a “nice to have” element of the workplace. As noted in a recent LinkedIn Learning Workplace Learning Report, 64 percent of L&D professionals in 2021 reported that their CEOs were active champions of learning, up from 27 percent in 2020.

While most organizations budget for learning, many do not have a policy to support its implementation. As a result, employees don’t always feel comfortable setting aside their work on key deliverables or sitting out of meetings to engage either in their own development or that of their team.

In the hybrid workplace and amid Zoom fatigue, employees are searching for ways to streamline the number of meetings they have while simultaneously feeling pressure to build relationships virtually. Organizations can help with this paradox by identifying the type of meetings that are considered essential (i.e., talent development) and improving policy and practice around meeting culture.

Time is necessary not only for participating in the development experience itself, but also in order to reflect on new learnings, engage in one-on-one conversations with one’s manager, and participate in coaching or peer mentoring sessions after the initial development experience.

Organizations that are ready to make the shift to democratize and sustain learning must literally write it into the job description. If they do, their commitment will pay off. Developmental cultures have a higher rate of employee retention and satisfaction. A 2021 Gallup study showed that 73 percent of employees believe development increases their job satisfaction, and nearly 50 percent would change firms for more development opportunities.

Clearly communicating that your organization prioritizes a learning culture — and following through with the support needed for the learning to take place — will help you grow the capability of your current workforce and attract new talent.

2. Manager mindset shift

Once the organization establishes a learning culture focus, it must support managers with appropriate leadership development training and then hold them accountable for their role in helping to create this culture. Managers should learn to facilitate people development conversations, identify stretch assignments, give performance feedback, and implement coaching and mentoring strategies with team members. When managers feel supported by leadership development in these areas, they are more likely to follow through with behaviors that support their team’s growth.

There is a palpable difference between organizations that have explicit belief systems about the role of managers in employee development and those that don’t. Research conducted by the Center for Creative Leadership reveals that leadership development with high manager support is 17 percent more effective than leadership development with low manager support.

Support comes in a number of formats, one being simply to create space for learning. It’s also key to remember that employees need time before, during and after the program to prepare, participate fully and integrate new information into work practices.

Life experiences — whether at home or at work — provide us with additional learning opportunities. But that learning doesn’t happen automatically. Rather, it requires deep reflection and interaction. Managers play an important role in nurturing that reflection by engaging in conversations that help their employees process difficult work challenges and provide quality feedback.

These conversations usually yield additional learning opportunities, new ways of thinking and improved problem-solving skills. Lack of feedback, on the other hand, can stifle learning. Leaders should create a space for development by scheduling regular one-on-one sessions with their team to improve relationships, results and satisfaction — making them in-person when possible or encouraging people working off-site to be on camera in order to enhance the richness of communication.

3. Individual mindset shift

Senior-level executives with years of experience often come to CCL to expand their perspectives on leadership, and they often take the opportunity to connect and interact with peers across industries. Young people at the earliest stages of their careers, however, also need these types of learning opportunities.

In a recent research project conducted by CCL and the Asia-Europe Foundation, more than 90 percent of young adults ages 18-30 reported wanting to engage in leadership and social impact work. These same individuals identified a lack of engagement from their leaders and their organizations as barriers to achieving those goals.

While organizations and managers provide the space, process and context for learning, individuals must also view themselves as learners. In other words, they must believe they are capable of changing their views, improving their skills and delivering different outcomes. They also need to establish specific growth goals in order to focus their learning objectives.

In addition to believing in their own abilities, individuals need to view feedback as a key element of their development and proactively seek it out. They shouldn’t associate feedback primarily with performance evaluations, but think of it as a routine process meant to enhance their output and organizational impact.

In today’s hybrid world of work, the accessible learning options have multiplied, making the prospect of learning from anywhere a reality. In combination with the above mindset shifts, individuals should leverage the tools that their organizations provide, which include peer-to-peer learning, mentoring and coaching relationships, and facilitated or moderated learning programs or online tools.

Taking the next step

Peter Senge, the founding chair of the Society for Organizational Learning, best described a learning organization as an organization “continually expanding its capacity to create its future.”

Democratizing learning helps organizations expand their reach by giving employees access to tools, services and approaches they can adapt to their needs, whether they are individual contributors, managers or senior executives. Creating a learning culture demands process, time and focus — and leaders, as well as organizations as a whole, will witness the positive results of collectively upskilling their workforce to meet the demands of the future.