Supports individual learning and transformation, and allows this knowledge to shape strategy and process.
Encourages teams to learn and reflect on their work and proactively influence strategy and process change.
Fosters a willingness to learn and improve from the wider organisation and key decision-makers.
We have implemented structures and systems to support learning and agreed a shared vision for learning and transformation, comprising:
• Working with leaders to define and communicate a vision for learning and transformation, clearly linked to business objectives.
• Evaluating current systems for learning and knowledge management.
• Considering appropriate channels to allow individual and team learning and reflection to feed into organisational decision-making.
• Examining whether individuals have an appropriate degree of voice and autonomy.
We consider how dialogue and reflection are embedded into our approach and how reflection and feedback can be encouraged as part of our day-to-day activities.
Teams are a key place where social learning and dialogue can occur. We have a key role to play in ensuring that our employees also have the relevant support for learning. At CloudStratex we:
• Help line managers understand the key role they play in supporting learning, whether this is formal or informal.
• Support managers to prioritise time and resources for formal, informal, and mentorship learning.
• Build support for learning and development into management objectives.
• Encourage line managers to be role models, to demonstrate how learning is part of everyone’s role, and share their learnings in their team training or encourage reflection as part of project evaluation.
We ensure that learning takes place in a supportive environment that allows our employees to apply their knowledge. We engage with our employees to:
• Regularly communicate learning opportunities across the organisation.
• Call attention to everyone’s role in organisational and team learning to understand how individual continuous learning benefits individuals, their team, and the wider organisation.
• Examine how opportunities to reflect and share on learning can be used to follow up formal training, or be encouraged as part of individual development.
• Supply various types of learning that appeal to a range of learners and allow employees to build their learning pathway within an organisational framework.