As trainers , what can you do to help your organization?

rformance. The Society for Human Resource Management (SHRM) defines a learning culture as “a community of employees instilled with a growth mindset…that operates from a shared set of organizational values, assumptions, beliefs, processes, and practices that encourage individuals—and the organization as a whole—to increase knowledge, competence, and performance.”

The purpose of a learning culture in an organization is to grow collective learning and performance capabilities. The focus is not about isolated training events. It is about creating a foundation so that learning is natural and that everyone supports it. Continuous learning opportunities are built into the flow of work with information being readily available and accessible to all employees. When they need it. In the U.S. we call this “pull” learning opportunities because learners “pull” the information when and where they need it. The opposite of this is “push” learning – which would be like a course or a class that is “pushed” toward learners.

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研修型传统文化

研修理应自然地地暴发

当下，我们还没能完全领就会临时工所暴发的各种因素。可见的是，人工智慧、外星人和大数据资料等技术开发在展现下一代职场雅别把握着愈来愈举足轻重的起着。这也就是说政府机构错综复杂的临时工、当前的任务，以及人们链接临时工与彼此的方的单则，都必需暴发趋向。

无论你就职于中小企业实际上上还是作为一名咨询主管，都能看得见极快的流逝。大多数革新都决定高管研修愈来愈多的能力，才能愈来愈快、愈来愈有效地进行时临时工。而下一代临时工则决定高管大大地研修，并且成为灵活、敏捷的研修者（我将在下一篇文中里提问敏捷性）。让我们两人进去这些流逝对你的许多组织也就是说什么，以及它们如何与研修归因于关系。

丹尼尔·圣吉（Peter Senge）看来：“那些明了如何调动许多组织里各级高管的责任感和研修战斗能力的许多组织，才是下一代根本能及的许多组织。”要继续够这一点，中小企业必需逐步形成研修型传统文化，并且必需迅速适理应大大流逝的临时工供人。

研修型传统文化无关业余球队培训，而是关乎研修。在研修型传统文化里，所有高管都必需大大寻求、透过和理应用一新科学知识和能力，服务工程工程于个体、公司、的产品和所处团体的利益。

事实上，研修型传统文化偏重许多组织研修和指标。人力天然资源管理协就会（The Society for Human Resource Management，简称为“SHRM”）将研修型传统文化定义为“一种灌输高管持续发展有意识的社区……它出自于一套提供者的许多组织效用观、假设、信念、步骤和在实践中，提倡参与者乃至整个许多组织降低科学知识、战斗能力和指标。”可以却说，在许多组织里构建研修型传统文化的用以，就在于降低集体的研修与指标战斗能力。它的全面性并非是单一的业余球队培训工程工程，而是要构建“研修理应自然地暴发”的一致意见与基石，每参与者都将就会背书它。接下来的研修机就会构建于临时工时序里，所有高管都可以随时获取他们所必需的反馈。在美国，我们称之为“拉取”（pull）的单研修机就会，因为研修者可以在必需时随时随地“拉取”反馈；与之相反的则是“移动设备”（push）的单研修——类似被带向研修者的专业课程。

A Learning Culture’s Impact

A learning culture and talent development fit together. Practical reasons for advocating a learning culture include increased efficiency, productivity, and profit. Learning cultures improve employee mindset which increases employee satisfaction and decreases turnover. Employees develop a sense of ownership and accountability. Organizations with a learning culture are even more successful with implementing change and how employees adapt to change.

Data exist to support a strong learning culture. Studies by Bersin and Associates show that when organizations have a strong learning foundation, they outperform their peers in financial, operational, and employee-satisfaction areas. Planning to have a high-impact learning culture may be valuable to your organization. The research shows that high-impact learning cultures have 37 percent greater employee productivity and a 26 percent greater ability to deliver quality products. They are 58 percent more likely to have skills to meet future demand and ten times more likely to identify and develop leaders. The bottom line is that if you can strengthen your organization’s learning culture it will be able to compete more effectively and will increase employee engagement.

And a learning culture is the start of a successful talent development effort. The learning culture concept encourages us to think about learning as an organizational value rather than an individual development process. This idea is critical given what we know about how we learn at work.

A learning culture originates from the organization’s values, assumptions, beliefs, processes, and practices. As you are reading this you are already making judgements about your culture: how it rates, what may need to change, and whether you can change the culture.

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加强研修型传统文化，

巩固许多组织革新战斗能力

研修型传统文化和专才的发展是相得益彰的。倡导研修型传统文化的实际上原因包括这样一来、采购力和营收。此外，它还可以改善高管当下、降低上半年、减少部门受到影响，从而使他们归因于归属感和责任感。不少分析证实，具有研修型传统文化的许多组织在全面实施革新与高管适理应革新雅别就会愈来愈加取得成功。

这些数据资料通报必需背书并假定研修型传统文化的举足轻重性。贝新牵头公司（Bersin and Associates）分析表明，当许多组织保有稳固的研修基石时，他们在财务、条线路和高管上半年雅别能近乎都对。因此，筹备构建低严重权威性的研修型传统文化就会对你的许多组织很有效用。其他分析表明，低严重权威性的研修型传统文化，能使高管采购和交付低质量产品的战斗能力分别降低37%和26%，高管保有考虑到下一代需求量能力的或许性就会低于58%，发掘和培养出来领袖的或许性则低于10倍。如果你必需加强所在许多组织的研修型传统文化，它将使许多组织愈来愈有效地挑战，并能增大高管的敬业度。

研修型传统文化是专才培养出来临时工取得成功的开始。研修型传统文化的本质提倡我们将研修视为许多组织效用，而不是一个弱小的的发展步骤。这个尝试至关举足轻重，因为它让我们想到如何在临时工里研修。

研修型传统文化出自于许多组织的效用观、假设、信念、步骤和在实践中。当你在读这篇文中时，你今日在断定所在许多组织的传统文化：如何指标它、必需发生流逝哪些雅别，以及你是否能发生流逝这一传统文化从根本上。

Creating a Learning Culture

Is it possible to create a learning culture? Yes! Most importantly, make time for learning and create accountability from the top down. Tie learning to the organizations goals and encourage individual development plans (IDPs). The ATD research report Building a Culture of Learning found that to make IDPs a part of a culture of learning it requires:

Regularly updated individual development plans (IDPs) for every employee,Employee accountability for the learning specific in their IDPs, andNonfinancial rewards and recognition for employee learning.

Making time does not mean the amount of time invested in attending formal learning events. It means that organizations allow employees time on the job to learn such as:

Time to receive feedback from supervisors and then to plan for how they can improve or change what they heard.Time to learn from a coach or a mentor.Time to learn by serving on a team, shadowing another employee, or creating a solution with an employee from another division or location.Time to discuss projects and updates with supervisors on a daily basis.Time to practice and reflect on what happened and what might be done differently in the future.

A true learning culture tolerates mistakes and celebrates creativity. It encourages risks and understands failure. Employees are allowed to try and learn and fail until successful. Finally, a learning culture has a process that employees can use to share what was learned for team and organizational learning. A learning culture is a hallmark of a high-performing organization. Holly Burkett shares her perspective of what it takes to create a learning culture in the sidebar.

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构建坚实的研修基石，

立意根本的研修型传统文化

你看来造就研修型传统文化或许吗？毫无疑问，答案是肯定的。最举足轻重的是，我们必需费用短时间一组地研修并构建责任制，将研修与许多组织目标联系出去，并提倡参与者的发展蓝图（IDPs）。

专才的发展协就会（ATD）的分析通报《工程研修型传统文化》（Building a Culture of Learning）发现，若使参与者的发展蓝图成为研修型传统文化的一部分，必需超过这些决定：

· 定期愈来愈新每位高管的参与者的发展蓝图；

· 高管参与者对其的发展蓝图负有责任；

· 为高管研修备有非经济奖励和认同。

研修型传统文化非常也就是说要投入大量的短时间出席年底的研修大型活动，而是理应并不需要高管在临时工短时间内进行时这些素材——

· 从掌管主导那里得到反馈，然后蓝图如何小型化或发生流逝；

· 向总教练或导师问与研修；

· 通过在所设计团队里服务工程工程、模仿其他高管，或与其他政府机构或地区的高管协同创设解决方案，以超过研修的用以；

· 参与工程工程提问，与掌管主导每日愈来愈新数据流；

· 练习并思索研修了哪些素材，以及短期内可以研修哪些相异的素材。

此外，根本的研修型传统文化可以接纳错误、赞美造就性，并必需提倡风险、阐释受挫；高管可以大大尝试研修，直至由受挫到取得成功。同时，还并不需要高管透过所设计团队和许多组织的研修方面。以下，华莱士·伯克雅（Holly Burkett）透过了她如何创设研修型传统文化的观点。

Successful efforts don’t just start “doing”; they have a solid foundation from which to start. Here are things you can do to start building that foundation.

· Ensure leaders and managers know it is their responsibility to develop employees. This is key to your success. The talent development department’s role has changed. We are the catalyst to help our managers develop their people. Helping them understand the value of investing in their employees is the first step. Many will need your support to determine how best to approach their role. They will look to you to recommend books, social learning opportunities, online classes, or other resources.

· Encourage employees to value life-long learning. Employees are becoming more accountable for their own professional development. You may call it life-long learning. Sometimes the term self-directed learning is used, or more recently, personalized learning. An employee my use a learning journey or learning pathway to tailor the learning needs that could be preset to meet the organization’s needs or may be determined by the employee.

· Inspire a positive attitude and growth mindset. Mental mindsets and attitude can affect learning—for our personal learning but also how we may influence others’ learning. Carol Dweck’s growth mindset is just one element of the underlying beliefs we have that may lead to success or disaster. Peter Senge introduced us to the concept of mental models that can either support or hurt how we learn.

· Develop and explore learning-to-learn skills. Did you learn how to learn? Probably not. Cognitive science has given us a large amount of information and neuroscience has confirmed much of what we knew. Learning to learn, learning agility, interleaving, chunking, and other tools are available to help us learn better and faster and retain concepts longer.

· Enable organizational and team learning. Ensuring that information and knowledge flow throughout an organization requires dedication and hard work. Leaders need to take on this role of creating a knowledge sharing process. Developing organizational knowledge and integrating it into the work employees do every day is a powerful tool that impacts strategy, encourages teamwork, and inspires innovation.

Each of these learning culture blocks fit together to form a solid foundation and the foundation you need to build upon as you plan your talent development program.

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若想取得成功构建研修型传统文化，必需保有坚实的基石后于是又告一段落联合行动，这五点是构建基石的一些步骤。

· 保证领袖和政府机构一致培养出来高管是他们的责任

这是你获取取得成功的最举足轻重。当下，专才的发展政府机构的角色暴发了流逝——成为助力政府机构的发展高管的催化剂。第一步，设法政府机构阐释投资额高管的效用。此后，部分人将必需你的背书来借助最佳政府机构的角色，并希望必需为他们里选书籍、MySpace研修机就会、网络服务专业课程或其他天然资源。

· 提倡高管推崇“终生研修”

高管正对自己的业余球队的发展越来越专责，你可以称之为“终生研修”。有时，我们就会使用“自律研修”来形容，值得注意则开始使用“个性化研修”这个用法。

高管一般就会通过研修旅程或研修方向上（learning journey or learning pathway）来考虑到需求量，而这些需求量可以定时原作以考虑到许多组织的必需，也可以由高管自己决定。

· 唤起全力的当下和持续发展的当下

当下和当下可以严重影响研修——不仅必需严重影响参与者的研修，也可以严重影响我们如何对他人的研修归因于严重影响。

譬如，卡罗尔·德上布（Carol Dweck）的持续发展型有意识模的单只是我们潜在信念的其里一种，就或许随之而来取得成功或灾难。

而丹尼尔·圣吉所介绍的心理仿真的本质，既可以背书我们的研修方的单则，也可以归因于受到破坏的结果。

· 的发展和探索“学就会研修”的能力

你学就会如何研修了吗？精神病学告知我们大量的反馈，神经科也证实了我们所想到的很多好像。学就会研修、敏捷性、交叠、分模块和其他辅助工具，都可以设法我们愈来愈好、愈来愈快地研修，以及愈来愈长久地保存所学素材。

· 倡导许多组织和所设计团队研修

保证反馈和科学知识在许多组织里流动，必需奉献精神和努力临时工，而领袖则必需理应尽起构建科学知识提供者步骤的角色。的发展许多组织科学知识，并将其定位到高管的日常临时工里，是严重影响战略、提倡所设计团队携手和唤起造就性的说服力辅助工具。

上述每一个模块有效相得益彰出去，就能逐步形成研修型传统文化所必需的坚实基石，也是业余球队培训临时工者总体规划专才的发展蓝图时必需构建的基石。

Jumpstart Your Effort

Are you excited to begin? What can you do immediately to begin to start your organization’s learning culture? Consider these fact-finding precursors.

Review your organization’s last three engagement surveys.

Engagement surveys include a great deal of information. Read them, compare them, and look for trends. What does the data tell you about the learning attitude? How can this information help you plan and design your organization’s talent development program?

Ensure that senior leaders are on board.

Executive support is essential to create a learning organization and to implement a successful talent development program. They manage the budget, and they identify the business need. Examples of business needs include increasing customer satisfaction, increasing market share, and improving quality. The C-suite discusses the goals, and you help employees develop to meet those goals. Then you determine how you will know if you are successful.

Assess how managers and supervisors approach employee development.

Supervisors and managers will not have the same approach. Some will embrace their role as employee coaches while others may not see it as part of their job description. Retention numbers may also provide some valuable information. Employees rarely stay where they are not developed.

Initiate your evaluation plan.

Although you may think it is too early to discuss evaluation you need to begin to think about how you will measure success. What tools are available to you? What do you anticipate your leaders will want to measure? This means that you need to ensure learning is transferred to the workplace, that you can prove that learning makes a difference, and that you can deliver the data your executives desire. The ease to do this will depend on the size of your organization, the maturity of your department, and your budget. It also depends on your team’s desires for success.

When successful, the right talent development program helps great employees do an excellent job and the return on investment goes directly to the bottom line.

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ACS事实依据，

关机专才的发展蓝图

作为业余球队培训临时工者，你能随即继续做些什么来创设所在许多组织的研修型传统文化？我看来，不妨先对这些有事实依据的早先同步进行顾虑。

首先，概述一下所在许多组织值得注意三次的各种因素调查。该调查包括大量的反馈，你理应该去写作、比较，并寻找趋向于，诸如关于研修当下，数据资料告知了你什么？这些反馈必需如何设法你蓝图和所设计许多组织的专才的发展工程工程？

其次，保证高管主导的参与。高管的背书对于创设研修型许多组织和全面实施取得成功的专才的发展蓝图很有应当，因为他们掌理额度，以及确切其业务需求量——包括增大的产品上半年、市场份额，以及降低质量。高管提问这些目标，由你设法高管借助目标；然后，你必需一致如何断定你的继续过分是取得成功的。

终于，指标高管和主导层如何的发展高管。主导层和高管非常就会换用同样的步骤，一些人就会感到高兴自己作为高管总教练的角色，而另一些人或许不就会将其视为自身临时工职责的一部分。另外，留存率也可以备有一些有效用的反馈，因为高管很少留在没有的发展的地方。

之前，关机评分蓝图。尽管或许看来今日提问指标还为时过早，但你必需开始思维如何举例来说取得成功。诸如，可以使用哪些辅助工具、预估领袖想要举例来说什么？这也就是说你必需保证研修的素材能被移往到临时工供人里，以假定研修必需带来发生流逝，并备有领袖想要的数据资料。不过，能否如此一来继续够这一点远大于许多组织的规模、政府机构的评量和额度，同时也远大于你的所设计团队对于取得成功的渴望。

当专才的发展蓝图拿到取得成功时，就可以设法优秀的高管进行时抢眼的临时工，而投资额回报将并不需要关系公司的营收。

Blocks to a Learning Culture

Is it easy? No. Many things that seem just common sense don’t take root in our organizations. A learning culture is one of them. There are many reasons that prevent a learning culture from occurring, I’ve experienced at least four.

Lack of leadership supportLack of team environmentLack growth motivationShort-term focus

Don’t let these prevent you from creating your organization’s learning culture.

I am the last person to say that you can relegate creating a learning culture to a short list; however, in our fast-paced, gotta-get-it-done-now world, sometimes a list serves as a guide to get started. Therefore, I present to you with four ways to start.

Initiate a discussion with senior leaders about learning culture and its benefits.Facilitate dialogue and learning throughout the organization about learning culture. Share some articles or books about the topic.Identify tactics or next steps you could take in your training department that could put you on the path toward a learning culture in your department. For example, do all your supervisors coach their employees to learn what they need? (Managers who coach their employees will be another upcoming topic in this column.)Create an initial roadmap to put your organization on the path to creating a learning culture. Gather a couple of other people who are interested in creating a learning culture in a group. Start brainstorming about what you need to do and how you might accomplish it.

As the future rushes towards us at dizzying speed, mature learning cultures are more important than ever before. The need for transformation is here, the time for action is now. Keep in mind, however, that a learning culture doesn’t change overnight, rather it evolves over time. While the effort might seem daunting, the key is to focus on manageable, achievable actions that will keep you moving forward. Culture is shaped by daily behaviors, interactions, and practices, but time is of the essence. Start today.

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排除重重促使，

利用清单继续全力以赴开始的准备

实际上上，许多理应该成为一致意见的事情并没有在我们的许多组织里扎根，研修型传统文化就是其里之一。

有很多原因阻挡了它的逐步形成，我非常少经历了四个：缺乏主导背书、所设计团队生存环境、增长驱动力，以及短期目标。不要让这些来促使你创设研修型传统文化。

尽管我不认同将造就研修型传统文化移到临时工此表里的继续过分，但在快节奏、即刻联合行动的时代，通常清单可以作为开始的指南。因此，在此备有四种开始的步骤。

第一，与高管主导提问研修型传统文化及其应当。

第二，倡导整个许多组织关于研修型传统文化的对话和研修，同时透过有关该热门话题的文中或书籍。

第三，更为重要业余球队培训政府机构可以应对的思路或下一步保护措施，以便设法你在政府机构里走过研修型传统文化的道路。例如，是否所有的政府机构都能聘请求高管研修他们必需的素材？

第四，创设使许多组织走过研修型传统文化道路的初步指示牌，并与会对此感兴趣的其他朋友。随后，告一段落头脑风暴，思维你们必需继续做什么，以及如何才能进行时它们。

随着下一代以令人眼花缭乱的运动速度向我们奔来，成熟的研修型传统文化比过往任何时候都愈来愈加举足轻重。革一新需求量今日来临，今日是应对措施的时候了。然而，要记住，研修型传统文化不就会在一夜错综复杂发生流逝，而是必需随着短时间的流逝逐步演变。

虽然这些努力看出去容易使人望而却步，但最举足轻重是要专注于可管理、借助的联合行动，如此你才能继续前进。传统文化是由日常行为、互动和在实践中展现的，因此，短时间积累至关举足轻重。

那么，就从直到今日开始联合行动吧！

你想向伊莱恩·碧柯先生问什么弊端？欢迎在文末部落格（里英文才可）您的弊端也有机就会拿到碧柯先生的解答

领袖是中小企业专才培养出来绕不开的热门话题，

90后的领袖该如何培养出来？

3月15日19:00～21:00

《业余球队培训》杂志片段号带你

跑到90后领袖课堂

本文来出自于《业余球队培训》杂志2022年3月刊，文中仅都是笔记参与者观点，不都是“业余球队培训杂志”立场。读者来信请求联系：editor@trainingmag.com.cn

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想继续做微课开发临时工坊的，进来记事施作

三国首席专才官教你识人唯，大佬也得自已听话！

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