Chapter 2: The Business Case for Becoming a Learning Organization

Learning organizations can articulate why learning is an important part of their business. They have asked themselves what is in it for them? How will learning improve production, processes, recruitment and/or retention?  Some of the answers to these questions can be found in the learning organization case studies (www.weslat.com). These stories provide a business case for others who are considering an organizational shift to learning and employee engagement. 

A good example is Duha Color Group, a manufacturing organization located in Manitoba. The organization said if they had not make the shift to focus on learning, they would not have been as successful today. Their 150 competitors worldwide have been reduced to only 10 surviving companies. This is attributed to their commitment to learning and continuous improvement.  

In this chapter we will explore why an organization would want to commit to learning. Check out the case studies on our website and determine for yourself why this makes good business sense.

Industry wants to improve employee productivity and retention but often does not know how to achieve these results.  If industry actively engages their employees, they will discover employees have improved satisfaction, retention and performance.  Engagement refers to employee involvement in day to day activities. Engaged employees openly express their point of view and feel validated and respected for their contribution to the organization. 

In lean manufacturing they refer to the 10-80-10 rule. On average, 10% of employees are engaged in the workplace, 80% are on the fence and the remaining 10% are in opposition to workplace practices.  Organizations need to focus on the 10% who are engaged to bring the other 80% to their side.  The rest will follow. 

New employees need to go through an orientation or an 'onboarding' process to feel part of the workplace culture.  Onboaring is the process of  acquiring, accommodating, assimilating and accelerating new team members to the organization.  

Sustainability can be achieved by retaining the knowledge of older workers. A sustainable workplace builds team learning into day to day activities. The organization has a clear organizational vision that is embraced at all levels within the organization. Employees are acknowledged, respected and treated fairly. 

Continuous improvement is achieved when organizations are open and adaptive to change. New ideas and suggestions are encouraged at all levels in the organization. Experimentation is allowed even if it results in failure. Employees learn from mistakes, take time to reflect and share new learning with others.  

Continuous improvement ensures the highest quality of safety is achieved.   

John, a supervisor in a manufacturing company, is currently attending the Red River College Safety Officer Training Program with funding from his workplace. He was asked by the operations manager in the workplace to facilitate a safety course to new employees. John is building his leadership skills and applying new learning to his workplace.  

In a learning organization managers and supervisors are responsible for matching employees to the right job, providing training and support.  If employees do not succeed, the manager needs to take responsibility 99% of the time. 

The manager will identify and address training gaps and seek to overcome them by listening and collaborating with employees informally during day to day activities and during formal performance reviews. The performance review is a collaboration between the manager and the employee who work together to set goals and a specific training plan for the coming year.  

In a learning organization all employees are responsible and will contribute to the vision and mission of the organization. The vision and mission is shared through many different channels. The vision/mission may be posted, discussed in departmental meetings or communicated through newsletters and training sessions. Employees can see a direct link between the vision and mission of the organization and their day to day activities. 

Employees in a learning organization are validated for their contribution both informally with a pat on the back and formally through performance reviews and recognition. Regardless of their position within the organization, they see their role and the connection to the bigger picture of the organization.  The employee feels respected and valued within the organization.