Building a real culture of learning will move your company forward

For years, business leaders have preached the power of learning and development. But let’s be clear: A company that has a well-funded learning programme is not necessarily one that has a true culture of learning. The distinction is critical.

A culture of learning is not simply a corporate training catalogue brimming with thousands of courses that, to be frank, not many may use. It is not a set of PowerPoint presentations or TED Talks shared over email or posted to Yammer. And it is certainly not just a “perk” touted in job postings.

Many companies still view employee learning as a box to check, a series of training modules or upskilling initiatives aimed at fixing perceived deficiencies. But in organisations with a true culture of learning, continuous improvement is embedded into the very fabric of how work gets done.

A Deloitte study found that high-performance organisations with continuous learning cultures are 92% more likely to innovate, 37% more productive and 46% more likely to be first to market with new products. The key? A partnership between employer and employee that is based on trust, transparency and shared goals.

Employees today expect more than a paycheck. The University of Phoenix’s Career Optimism Index reveals that employees increasingly prioritise growth, development and future opportunities over immediate salary gains. They want to work for organisations that invest in them—not just with tuition reimbursement or leadership programmes, but with real opportunities to learn, problem-solve and develop new skills on the job. About 66% indicated they would be more likely to remain with their employer if the company invested in upskilling them.

And with rising concerns about job security, employees are more likely to stay put for now. So, keeping them engaged and growing is even more in employers’ best interests.

Transparency: The cornerstone of learning

One of the biggest roadblocks to learning is a lack of transparency. Employees cannot build the right skills if they do not know where the company is headed or what challenges it faces.

Some businesses are changing that. Leaders now hold open financial updates, or share real-time performance dashboards company wide, giving employees—at all levels—a clear picture of performance. Suddenly, employees are invigorated by learning not only how the business works, but their direct impact. That clarity, in turn, empowers them to grow in ways that move the company forward.

When employees feel like stakeholders, engagement rises. They are more willing to learn, more engaged and more productive in applying knowledge.

Learning must be practical, not theoretical

A learning culture is not about offering the most courses. I have seen industries locked in an arms race over how many training modules they can cram into a learning management system. That is not the answer. Volume of content, and even utilisation rate, do not define success. What matters is relevance.

For example, a warehouse manager might not need Logistics 101, but leadership training could set her up for a promotion. A hospital struggling to recruit IT talent might need less focus on traditional clinical training and more emphasis on digital transformation skills.

I recently spoke to an emergency-services company that, by all accounts, employed a top-tier technical team. Their CEO wisely pointed out that his highly skilled team members were “experts” in their field and up to speed on the latest innovations, processes and procedures in their industry. A skills gap? Communications training, which many may consider “a soft skill”, is crucial to success in the high-pressure situations that his team faces daily.

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By rolling out tailored programmes for this job-relevant skill, the company could give employees the necessary tools to thrive in these high-pressure situations. The result? A more capable, confident workforce that can excel far beyond their core duties.

Companies that prioritise relevant learning can see real results. Productivity can climb as employees make better, faster decisions. And innovation can flourish when teams continually sharpen their skills and experiment with fresh ideas. Loyalty can also grow as employees feel invested in by their employer.

Where to start

Building a learning culture does not happen overnight. But companies that want to make the shift can start with a few key steps:

1. Conduct a skills audit: Identify the company’s biggest gaps, not just at an industry level but within the specific context of the business.

2. Invest in relevant learning solutions: Move beyond generic training programmes. Focus on equipping employees with the skills they need to solve real business challenges. In the age of AI we live in, there is no shortage of learning tools that address real-time business challenges.

3. Foster a safe learning environment: Employees should feel comfortable acknowledging skill gaps and asking for help without fear of judgement.

4. Encourage leadership buy-in: CEOs and executives must champion learning as a strategic priority, not just rely on HR to get it done.

5. Measure the impact: Track how learning initiatives translate into business outcomes, whether it is improved employee retention, faster project delivery or stronger financial performance, just to name a few.

A culture of learning is not a static achievement. Just as businesses must adapt to changing markets, employees must continually build new capabilities. The most successful organisations are those that embrace this reality. They see learning not as a cost, but as an investment in long-term success.

About the Author: Jay Titus is Vice-President and General Manager of Workforce Solutions at University of Phoenix. This article was first published on HR Executive.