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Developing a Learning Culture by Chris Meade, Head of Client Relations and Co-Founder of RoleWorks

June 14, 2018

The following article is an example of how the RoleWorks platform has allowed one of our clients insights into their company in a subjective manner, that moved beyond measuring employee performance.

Developing a Learning Culture

Most companies struggle to develop learning cultures within their organisations yet Bersin research identifies learning agility as the number 1 competency required in the 21st Century. The 70/20/10 model of learning (70% learning on job, 20% coaching and mentoring, 10% formal training) has been around for a long time yet it’s difficult to crack. Traditional performance management systems include the obligatory development plan - participants often struggle to identify a “course” that is relevant and managers often feel “at a loss” to know what to say or don’t feel empowered or have the desire to shift their team members to other teams to continue their development.

But what if you ask questions of employees in a different way? What if you create a culture in which the employee’s voice is really listened to in the context of their world – their role, their ideas for change, their individual strengths and personal aspirations big or small.

That’s what Auckland based company Finance Investment Group did when they introduced role mapping into their organisation. Role mapping is an on line employee driven process that identifies from the employee’s perspective what they are doing in their role, how they are doing it and what they feel about it. “It’s like an engagement survey but at an individual level and by having information about what individuals are really doing in their roles, managers and employees can make small changes regularly” says Director of People Libby Gormley. Managers are asked to account every quarter to what has changed in their teams and small regular, tactical changes soon accumulate into significant change over time. Employees broaden and deepen their skill sets on the job and the company has a more cross functional, agile workforce as a result.

With a strategy for business growth CEO Roy Gormley is determined to grow the skills of his workforce to meet the challenges. “Role mapping is really helping us develop our people. We have the right information to know when and how to provide continuous on job opportunities for our employees and our managers are really buying into this.” 

Chris Meade, Head of Client Relations and Co-Founder of RoleWorks