Cultivating a learning culture is not a luxury, it’s a necessity. Organizations with strong learning cultures adapt faster, innovate more effectively, and empower their people to thrive amidst change. But what exactly does a learning culture look like, and how can leaders create the right conditions for it to emerge? This article explores these foundational questions, offering practical insights to help organizations lay the groundwork for a learning culture that can be sustained over time.
Defining a Learning Culture
A learning culture is an environment where continuous learning is embedded into the organizational DNA. It is not something that can be imposed but something that emerges when the proper scaffolding and behaviors are in place. Organizations with thriving learning cultures often exhibit key traits such as:
The Role of the Learning Climate
A strong learning culture cannot exist in a vacuum. It requires the right climate—the organizational “weather” that shapes how employees perceive and approach learning. Trust among every stakeholder level plays a crucial role in this climate:
- The organization must provide relevant, high-quality, and accessible learning resources, along with time and encouragement for employees to engage.
- Leaders need to champion learning by integrating it into workflows and supporting employees in applying what they learn.
- Individual contributors must trust that the opportunities provided are worth their time and effort.
Beyond trust, a well-designed ecosystem is essential for fostering a learning culture. Learning management systems (LMS) and other tools must be user-friendly and meet employee needs. Content should be accessible and personalized to address the unique roles and goals of learners. Organizations also need to carve out time and space for employees to engage meaningfully in learning activities, ensuring that the ecosystem supports rather than hinders their growth.
Creating the Conditions for a Learning Culture to Emerge
Building a learning culture involves creating the scaffolding and behavioral drivers that enable it to evolve organically. One real-world example of how organizations can create the conditions for a learning culture is HSBC’s onboarding transformation for First Direct (FD), a division of HSBC.
Before 2020, the company’s onboarding followed a rigid, instructor-led approach that dictated how, when, and where new employees learned. Recognizing the need for flexibility, HSBC collaborated with GP Strategies to design youfirst, a learner-centered program that empowered individuals to take control of their learning while ensuring essential knowledge was delivered efficiently.
The new learner-centric onboarding program decreased instructor-led modules by 76% and experienced a 317% increase in time available for one-on-one coaching. The results of the program overall produced a 27% decrease in attrition and a 23% increase in learner readiness.
Our case study highlights three crucial strategies for creating the right conditions for a learning culture.
Balance Push and Pull
For decades, learning in organizations has leaned heavily on a “push” model—requiring employees to complete specific courses or training. Recently, some organizations have swung to the opposite extreme, relying solely on a “pull” approach where learners are expected to seek out resources independently and at the time of need. However, a thriving learning culture requires a balance of both.
HSBC’s youfirst program struck the right balance by providing structured yet flexible learning pathways. Employees could access micro-learning modules, articles, and videos on demand, while targeted instructor-led sessions ensured essential knowledge was reinforced. By giving learners autonomy while maintaining key structured elements, HSBC created an engaging, adaptable learning experience.
Embed Learning Behaviors During Onboarding
The journey toward a learning culture begins at onboarding. Setting the tone early ensures that employees understand the importance of learning and are equipped to take ownership of their growth.
HSBC and GP Strategies transformed FD’s onboarding by moving away from an instructor-dependent model to a learner-empowered one. The youfirst program provided employees with self-paced learning assets that could be accessed anytime, anywhere. We also paired digital content with one-on-one coaching to reinforce learning, ensuring new hires received guidance while building independence. This shift created an environment where continuous learning started from day one.
Organizations should design all learning programs—not just onboarding—to move beyond passive content delivery and instead encourage active engagement. This can include problem-solving exercises, peer collaboration, and real-world assignments that mirror the challenges employees will face in their roles. Encouraging people to seek answers, participate in discussions, and reflect on their learning builds foundational behaviors that sustain a learning culture over time.
Design Learning Around Real-World Needs
Employees are more likely to engage with learning when it addresses immediate, real-world challenges. Organizations can align training with the skills and competencies needed for success by integrating scenario-based learning, hands-on projects, and role-specific challenges.
Allowing employees to practice skills in a controlled yet realistic environment ensures they are well-prepared for their roles. Organizations should also ensure that learning is accessible at the point of need—whether through microlearning, searchable knowledge bases, or AI-driven recommendations tailored to individual roles. By embedding learning into daily workflows, employees can continuously develop skills that directly contribute to business success.
To make learning assets practical and easily consumable in their youfirst program, HSBC and GP Strategies incorporated real-life scenarios, knowledge assessments, and an online community into the onboarding experience so new hires could learn from seasoned employees. By prioritizing relevant, application-based content, HSBC ensured that learning was not just theoretical but directly beneficial to employees’ day-to-day responsibilities.
Behavioral Drivers of a Learning Culture
The following key learner behaviors are the building blocks of a learning culture, and each serves a unique purpose in fostering an environment where learning thrives.
- Curiosity: Employees who are encouraged to ask questions and explore new ideas become more engaged in their roles. Curiosity drives innovation and ensures that individuals actively seek knowledge to address challenges and opportunities.
- Reflection: Providing time and space for learners to consider what they’ve learned and how to apply it helps solidify knowledge. Reflection allows employees to connect new insights to existing frameworks, enabling deeper understanding and better application in their work.
- Bravery: Empowering individuals to step outside their comfort zones fosters resilience and adaptability. A brave workforce is more likely to embrace change, tackle new challenges, and grow from failures—critical components of a learning culture.
- Support and connection: Building communities where knowledge-sharing and collaboration thrive creates a sense of belonging and trust. Employees who feel supported by peers and leaders are more likely to engage in those same behaviors by sharing insights, seeking feedback, and contributing to collective learning.
- Prioritization: Ensuring learning is seen as a critical part of daily work reinforces its importance. When organizations prioritize learning, employees are more likely to view it as integral to their professional growth, rather than an optional activity, and make time for it in their day-to-day.
These behaviors contribute to a culture where continuous learning becomes the norm, empowering individuals and teams to achieve sustained success.
Creating the Right Conditions for Continuous Learning
Creating a learning culture is not about enforcing participation but nurturing the conditions for it to flourish. By fostering trust, designing a robust learning ecosystem, and embedding key behaviors into the organizational fabric, leaders can pave the way for a culture where continuous learning is a natural and celebrated part of work life. In the next part of this series, we’ll explore strategies for encouraging, enabling, and measuring the impact of a learning culture.
About the Author
Andrew Joly is the Head of Strategy for the Learning Services division, where he leads the strategy and consulting team that delivers creative, innovative, and effective learning solutions. He is particularly passionate about how technology-enabled learning experiences and communication strategies can transform behaviors and enhance performance in the workplace. Andrew is devoted to exploring new methods and approaches to learning and connection, aiming to make a meaningful impact on individuals, teams, and global organizations.
