Time to turn the tide? Changing organisational support for workplace learning

Through my experience as an executive coach working with teams and individuals, I have seen how organisational processes which focus excessively on quality and efficiency, can reduce the effectiveness of learning in the workplace. As an example, you have a new recruit, a graduate or someone recently promoted. They want to show you their competence and commitment to do the job.  After perhaps having been through a rigorous recruitment process to land that role, they want to demonstrate that they have the skill, capability and attitude to deliver.  To say they’re feeling overwhelmed, finding elements difficult or are struggling can be difficult when working in organisational structures which specifically measure performance from the top down. Probation periods, end of year appraisals, top down feedback all measure quality and efficiency, but on the flip side, add levels of rigidity to enabling learning.

I’ve heard individuals express fear of negative consequences if they disclose all is not as they are portraying. They struggle through, do their best to deliver, mask what they are experiencing. The environment may not feel safe for honesty, in turn stifling growth, development and ultimately learning. The consequential impact is their engagement may start to decrease. The impact is not only felt by the employee, but also by the organisation. 

I write this post as we approach the end of the calendar year when many are embarking on year end reviews and the dreaded appraisal. What I hear is the appraisal experience often feels like a tick box exercise which is completed and not looked at for another year (nothing new here). However, I’m seeing the tide is beginning to turn with organisations moving away from formal year end reviews and instead adopting alternative approaches. They’re using retrospective team debriefs, using peer coaching as well as equipping their managers in how to coach, they’re having regular informal check-ins, having more developmental forward looking conversations amongst other approaches. Such approaches aim to create workplace learning environments which reduce blame, fear, shame and guilt. Progressive organisations are embarking on building environments which increase positive states including interest, empathy, action and curiosity. Research suggests that to unlock the learning potential of employees, organisations do need mechanisms that assess performance, but mechanisms that also reduce negative emotions in the workplace and instead build on the positives.

Perhaps this post sparks curiosity in how you might impact change in your organisation. If you’re curious to learn more, hear some stories on how the tide is turning, let’s talk.

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www.benitamayhead.com