![]() One that employees engage with, and are active throughout, the duration of their tenure. With all of these benefits, it’s crucial for organizations and direct managers to put the work in to provide a continuous learning program. These cultural shifts tend to lead to the greater efficacy of team functioning, problem-solving, and employee engagement. For continuous learning to succeed, you must drive a culture of learning – one where saying “I don’t know” is accepted or even encouraged. ![]() Somewhat less obvious is the fact that growth may be more attributable to the common acceptance of the learning process than the knowledge acquired through any given lessons. Put simply, organizations that learn together, grow together. Diverse teams like sales, customer care, and operations, armed with a stronger understanding of the company’s products and services, can utilize this information to seize opportunity and perform more successfully in their roles. While not every employee has to completely transform and acquire a net-new skill set, the continuous dissemination of information across the organization can empower everyone. With new skills in-house, your organization may more easily develop new products and services, or expand into new markets. If an organization can support and improve employees’ competencies via continuous learning, the organization benefits from retaining these skilled employees and the employees are in turn happier in their jobs. According to a workplace survey conducted by LinkedIn, 94 percent of employees would stay at a company longer if it invested in their career. Providing opportunities to learn is key to job satisfaction and aids in retention. We’ve known for years that employers who prioritize upskilling or reskilling as a method of professional development see lower attrition and therefore reduced hiring costs. There is quite a bit of collateral value as well though, including some less obvious outcomes that could be the difference between getting your team on board to build a continuous learning program or not. For employees, the ability to continue developing those products with a wide latitude of expertise. They often become a broad catalyst for compounded ROI by developing a more competitive talent pool which leads to better products and eventually to sales. ![]() We know that continuous learning initiatives have some obvious potential upsides for employers and employees as well as you, the organizational leader. It requires long term investment, both in building the infrastructure to support it as well as a culture that celebrates learning as a primary business objective unto itself. Almost by definition, continuous learning is a two-part dance. What are the benefits and how can we start building one? Rule one? Continuous learning should not be confused with the broader concepts of continuing education.Ĭontinuous learning is the application of deeply integrated educational strategies that drive growth through iterative just-in-time micro-learning experiences implemented over an extended period of time. What specifically defines a continuous learning program. Since we know that the challenges of the modern marketplace are driving a variety of learning and development based imperatives, let’s dig in. It’s a reality of doing business in the 21st century. The notion of deeply embedded continuous learning programs isn’t just a nicety anymore. On the other side of the coin, the same employers are often in a near-constant battle with the three-headed monster of managing increased global integration, skills obsolescence, and rapidly iterating technology landscape. Many, even make it a top consideration when choosing employment. That fact represents a big shift in what we’ve come to think of as the “learners journey.” Rather than seeing continuous learning as a necessary evil, many of today’s most in-demand technology professionals are actually looking to their employers to take an active role in their ongoing professional and technical growth. As a leader in the technology space, most of your workforce is already aware of, if not personally invested in, some form of professional development.
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