Enterprise Maturity And It is Connection To Studying And Growth
Why organizational maturity and learning culture go hand in hand
Training, further education, retraining, adjustments and equipping employees with outstanding performance are common methods with which we as organizations build and express our learning culture. However, there are wide variations in the human, process, and technology resources used for these goals. The learning maturity describes the progressive path of the organization from the elementary to the visionary learning culture.
Learning culture and learning maturity vary depending on the organization. Kineo developed a model of learning maturity as a reflection of our market insight work, a discussion of what drives companies to accelerate their movement towards higher levels of learning, and examples illustrating how companies can move from one maturity stage to the next.
The Concept of Organizational Maturity: How to Achieve an Agile Innovation Culture Using a Maturity Model
Discover how to jump-start your L&D strategy and move on to the next level of corporate learning.
A model of how organizations mature
At Kineo, we consider maturity to be a continuum. Along this continuum, we have found that organizations typically come together in four phases that we have identified:
- Chalk & Talk
- Ingenious basics
- Investors in People
- Future looks
In this series we will examine how organizations along this maturity continuum band together and how you can travel from one end to the other. You can also download the eBook for more insights and to take your company culture to the next level.
How mature is your company? How to find your archetype
Chalk & Talk
An organization on the Chalk & Talk stage has a young learning culture
with little emphasis on employee qualification. These organizations can provide training on processes and procedures in the workplace or on their own products and services to enable workers to carry out their professional tasks effectively and efficiently.
The training technology is minimal; If there is an LMS, it can be a basic one, or it can be used primarily for compliance content, reference or how-to or videos, or as a tool to track and record learner completion of required courses or certifications. The integration into talent management or development tools like an HRIS is minimal.
Most of the training in this phase takes place in-house. Teacher-led courses or manuals, paper documentation, or in-house training tools are used. Organizations in the chalk and talk phase are unlikely to have a dedicated learning and development (L&D) team.
When Chalk & Talk organizations commit to developing a learning culture and enabling employees to participate in self and professional development activities, they enter what is known as the Brilliant Basics phase.
These organizations can begin to promote learning opportunities and encourage learners to devote time to improving their skills or knowledge. Training opportunities include mandatory training and compliance training. However, they go beyond that and include personal and professional development. Brilliant Basics organizations can launch leadership development programs, for example by teaching or reinforcing soft skills development. You might encourage learners to try and learn new skills for their current or future professional roles. The training goals can be specific, e.g. B. improving performance or developing a particular skill. or they can be developmental, e. B. promoting creativity or improving soft skills such as looking after employees or providing feedback.
Organizations at this stage are likely to use an LMS to host and track online training, including traditional eLearning courses and tutorials with content libraries that contain interactive eBooks, documents, courses, and videos.
Brilliant Basics organizations may seek to deepen their learning culture by developing their L&D team and expanding the variety of training opportunities available to some or all of the employees. They may seek greater integration between the LMS and other elements of their talent management ecosystem, or between online and in-person learning opportunities. In addition to taking full advantage of professionally created third-party content libraries, they may want to develop more customized training courses.
Investors in People
Companies that have entered the Investors in People phase are committed to performance management and talent development. These organizations have a mature learning culture that shows a strong correlation between professional development and improved business performance.
Investors in Menschen seek a high return on their training investment (ROI) and see clear value in building their L&D team. The training opportunities go far beyond what is required for efficient day-to-day performance and a look into the future. Training objectives include developing future leaders and empowering employees with new skills that will enable them to take on new roles and take on tasks and challenges.
Investing in people is taking full advantage of their LMS’s capabilities and can overlay a Learning Experience Platform (LXP) to improve learner engagement and personalization. They encourage self-directed learning and may offer a knowledge base, rich curated content and performance development tools, and more conventional synchronous and asynchronous learning tools such as eLearning courses, micro-learning, documents, and videos. You can host webinars, virtual classroom courses, and platforms and opportunities for collaborative learning.
Organizations that are characterized as Future Gazers have a mature learning culture and actively encourage learners to develop themselves and professionally as part of their daily work. These organizations likely have (or plan to implement) an integrated talent development ecosystem that includes a robust, full-featured LMS, LXP, performance management platform, and other tools that can be used to track, manage, and extend learning opportunities.
For example, you can use AI technologies and immersive training platforms at an early stage that steer learning in new and innovative directions. Digital learning is ingrained in their learning culture and replaces – or replaces – a lot of personal learning as their organizations grow and become more global.
They encourage “pull” learning – initiated and guided by the learners themselves – and understand learning opportunities as a way to involve employees and offer an outstanding employee experience, knowing that this is a way of retaining valuable top performers.
Learn about business maturity and its L&D ties
Download the eBook The Concept of Organizational Maturity: How to Achieve an Agile Innovation Culture Through a Learning Maturity Model to Accelerate Your Online Training Program and Move to the Next Level. Also, attend the webinar to learn how you can increase employee engagement and job performance with a supportive compliance culture.