As technology transforms the world of work, learning is moving from the periphery to the core of corporate strategy. Upskilling is quickly becoming a business imperative, and hiring managers are teaming up with talent developers to ensure that business leaders have the talent they need to thrive.
With good reason, LinkedIn Learning's 2020 Workplace Learning Report shows that nearly all of today's talent developers have no problem securing executive buy-in, and CEOs now spend 20 percent more time learning soft skills than their employees spend. But in a workplace where the pace of change continues to accelerate, it takes more than just buy-in to build a learning culture that companies need today. As we work through the pandemic, an agile learning culture is needed now more than ever—one that enables employees to demonstrate their ability to quickly adapt to new environments, new protocol and shifting market demands.
Over the last year, Kraft Heinz's embrace of ownership—a principle that is core to our DNA as a company—has helped us to spark a learning transformation at Kraft Heinz. Here are three practices that can help you do the same.
1. Own your learning.
It's no secret that great leaders lead by example, and it's no different with learning initiatives. Learning champions must inspire and encourage others throughout their organization to pursue learning. That's difficult to do without first fully embracing learning themselves.
As chief learning officer, I needed to put myself in my learners' shoes. I couldn't tell them it was possible to carve out time in their busy lives for learning without first doing so myself. So, in February 2019, I made a commitment to learning something new every day. As part of that daily learning commitment, I completed a variety of learning experiences through our company's corporate learning platform, Ownerversity, and began sharing what I learned through our internal messaging app, the KetchApp.
Using the hashtags #LearnLikeAnOwner and #MakeTimeForLearning, my colleagues were able to follow along on my daily learning journey, picking up work-relevant lessons, tips and insight and—most importantly—seeing just how much I personally valued learning. They saw what was possible. A year later, learning has become a cultural conversation topic across the organization.
2. Build and keep building.
Taking a grassroots approach to building excitement for learning has helped inspire a movement among our employees. But we also knew that movement had to actually lead our workers somewhere worthwhile. For us, it was not a matter of "if you build it, they will come." It was the inverse: The employees were already on their way, and we had to ensure we continued to build and enhance a learning ecosystem that could truly support their aspirations and learning goals.
It started with making a commitment to learning at every level and ensuring that the learning was ongoing and democratic. Anyone who wants to learn can have that opportunity, every day. Requiring more than a one-and-done approach, this initiative needed a team dedicated to developing the tools to make sure that can happen.
Our learning offerings allow for active learning, encourage continuous reflection and help employees see the impact learning can have on their careers. Those offerings include custom courses, as well as access to thousands of LinkedIn Learning courses and other digital resources focused on business, technology and creative subjects to help employees build the skills they need throughout their careers.
3. Activate ambassadors.
One person alone cannot champion learning across an entire company. Learning champions must create a network of like-minded ambassadors at every level who can inspire and encourage their co-workers. Building a learning culture cannot simply be a top-down mandate; it must be a ground-up movement.
We expect all of our employees to seek out high-impact learning experiences, commit to learning—even if for just a few minutes—every day, and encourage others to do the same. On some days, that could be dedicating time to an e-learning course, but on others, it could be listening to a podcast, attending a live learning event or reading a magazine article. Last year, to help promote this goal, we created learning-commitment categories to help guide employees in setting aside time to learn from September through the end of the year. The goals included 15 minutes per month, 15 minutes every other week and 15 minutes per week. Even our CEO and chief people officer pledged to make one of these commitments.
Some employees have become especially invested in this new culture of learning. We recently invited 20 dedicated learners to a #LearnLikeAnOwner retreat, rewarding their commitment to learning, and also providing them with tools and resources they need to inspire others. They returned to their roles within the organization with the knowledge and confidence of being official learning ambassadors. Other employees know they can turn to these learning ambassadors for the inspiration, encouragement and guidance they need to pursue learning every day.
What I've learned over the past year as chief learning officer at Kraft Heinz is that leading by example paired with creating an environment of excitement and inspiration can truly fuel a cultural change.