| | NOVEMBER 2024MANAGEHRMAGAZINE.COM8In MyOpinionAs learning and development leaders, we strive to make an impact. Some of us try calculating this using complicated ROI models and frameworks, which I've seen first-hand blow up in my colleagues' faces over the years. I have a slightly different take in that I strive to create sustainable longevity by making learning part of the culture that isn't always rooted in ROI calculations. Even better is to create a movement in our respective organisations that is `built to last' ­ something that outlives our tenure in our role and isn't often as easy to measure with dollars and cents. Here are the four best strategies I've learned from my career in how to embed a culture of learning that is `built to last'. 1. Opportunities to Learn and Grow for All ­ Start with an assessment of how your people feel about the opportunities available to learn and grow, both formally and informally. You may be able to extract this from your existing engagement survey framework. If there is a broad perception among your people that there aren't sufficient opportunities to learn and grow, that's a challenge to tackle right up front. Celebrate opportunities and success stories as widely as possible to show your company `means business' about this topic. Spotlight formal programs internally and externally, celebrate talent moves on your intranet and ensure you take significant actions for key talents. Optimism and pessimism are contagious, so the more you highlight these actions with your people, the more the word will spread. 2. Build Leaders' Capability to Talk Learning and Development ­ Every organisation is on a journey on this topic, and it's about understanding the `as-is and to-be'. We shouldn't assume our leaders across the company are equipped to proactively speak about the future with their people. Ask yourself, `What percentage of our leaders can have a meaningful conversation with their team members about the future?' FOSTERING A CULTURE OF LEARNING THAT'S BUILT TO LASTBy Berry Lumpkins, Director - Global Organisation Development, NKT
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