Want learning to drive real change – not just tick a box?
This practical, quick guide to developing a learning culture helps L&D teams shift the focus from programmes to mindset.
Find out how to build a culture where learning is embedded in the way people work, and where behaviour change sticks.
Reading time: 4 minutes
Are you trying to build a stronger learning culture but not seeing lasting change? Are your managers actively supporting learning, or is it left to individuals? Are you measuring shifts in behaviour and impact, or just course completions?
A culture of learning is about mindset, not materials. It’s the difference between short-term uptake and long-term growth. This practical guide is for L&D and HR professionals who want to move beyond delivering content and start building a workplace where learning is part of how things get done – applied, shared and sustained.
Characteristics of a strong learning culture
Insight and reflection – People are encouraged to identify what’s working and what could be improved in their industries, organisations and teams
Business relevance – Learning is tied to the organisation’s current challenges and goals
Manager support – Leaders prioritise, coach and model learning
Everyday learning – Learning happens in the flow of work
Psychological safety – People feel safe to ask questions and learn from mistakes
Follow-through – People are supported to apply knowledge and skills through planning, stretch tasks, and regular follow-up conversations
Six steps to building a culture of learning
Step |
Action |
Tip |
|
Get a clear picture |
Audit learning culture via surveys or pulse checks. Identify strengths and gaps. |
Highlight what’s working and what needs work. |
|
Connect learning to business goals |
Link learning to current projects and needed skills. Check alignment with business strategy. |
Show why learning matters now. |
|
Engage and support managers |
Provide training and resources on coaching and giving feedback. Provide tools and templates for learning-focused conversations. |
Use success stories to communicate learning’s value to managers. |
|
Implement learning in the flow of work |
Embed reflection questions or nudges into tools and workflows. Curate user-generated microlearning resources e.g. job aids, short videos. |
Use everyday tools people already use frequently. |
|
Promote psychological safety |
Integrate psychological safety in training in leadership and team-building programmes. Provide training and resources on effective communication. |
Support managers to create open, respectful environments. |
|
Ensure transfer of learning |
Incorporate action planning into courses. Support managers to discuss learning during performance reviews. Offer stretch tasks or job shadowing to embed new skills. |
Schedule check-ins to track progress and offer resources to reinforce learning. |
Start where you are. Build as you go.
A strong learning culture doesn’t happen overnight. But by focusing on these six steps, HR and L&D teams can create the conditions for learning that sticks, supports growth and drives real behaviour change. Small shifts in mindset and practice can lead to lasting impact.
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