In today’s fast-paced work environments, building a culture of growth and learning is crucial for both individual and organizational success. On a recent Hacking HR panel, which I moderated from Bangkok, Thailand, we discussed this important topic with an incredible group of HR and organizational development experts. The conversation provided practical insights and strategies for creating environments where learning is at the core of organizational culture, empowering both employees and businesses to thrive.

Panel Introduction

The discussion featured a diverse group of panelists: Elizabeth from Lagos, Nigeria, who founded TGL Labs and has over 20 years of HR experience; Tammy, CEO and Founder of We Inspire, a leadership development company; Angela from British Columbia, Canada, CHRO and author of The Squiggly Line Career; Sara, VP of People for Vidyard in Virginia; and Joy, Senior Diversity, Equity, and Inclusion Manager at United Way for Greater Austin. Each shared their personal journeys and why fostering a culture of growth and learning is a cornerstone of their work.

Why Growth and Learning Are Crucial

Elizabeth emphasized the importance of continuous learning, saying, “If we stop learning, we might as well just pack it all up.” Tammy agreed, stating, “If you’re not growing, you’re dead.” The consensus was that growth isn’t just a business strategy but a human need. By maintaining a growth mindset, individuals feel more satisfied and fulfilled in their roles, and this, in turn, fuels organizational success.

The Role of Leadership in Fostering Growth

A recurring theme in the discussion was the critical role leaders play in modeling a growth and learning culture. Angela highlighted the concept of change readiness over change management, explaining that being prepared for change is crucial for personal and organizational success. She recounted an experience where long-standing employees struggled to adapt to new technology because they had stopped learning. Her point emphasized how detrimental complacency can be to both individuals and organizations.

Tammy added that in today’s world of rapid technological change, particularly with AI advancements, having a growth mindset is not just beneficial—it’s essential for survival. Leaders must encourage employees to stay curious, take risks, and step out of their comfort zones. “We have to be comfortable with fast failures,” she said, reinforcing the need for vulnerability and risk-taking as key elements of growth.

Creating a Safe Space for Learning

Joy emphasized the need for organizations to create environments where it’s safe to make mistakes, as fear of failure often stifles innovation and growth. She pointed out that leaders must encourage employees to take on new challenges without expecting immediate expertise. The message was clear: organizations that make it safe for employees to fail, learn, and grow are those that will see the most innovation and adaptability.

Angela further discussed the need for leaders to model vulnerability, sharing their own challenges and growth experiences to inspire others. By doing so, leaders can normalize learning through trial and error, making employees feel more comfortable in taking risks and exploring new ideas.

Shifting Organizational Culture Towards Growth

One of the key challenges discussed was how to shift a stable, possibly stagnant organizational culture towards one that prioritizes growth and learning. Sara touched on the importance of making learning a collective responsibility within the organization. She emphasized that it starts with leadership but requires buy-in across all levels. “Leadership is not just about titles,” Joy added. “It’s about behavior, actions, and creating opportunities for others to grow.”

Tammy stressed the importance of managers and leaders being held accountable for their teams’ growth and development. She pointed out that without active leadership engagement, HR’s efforts to create a culture of learning and growth would struggle to gain traction. “This is not an HR-only responsibility,” she said, stressing the need for leaders at every level to prioritize employee development.

Practical Steps for Fostering a Learning Culture

Angela and Sara discussed practical steps for embedding growth and learning into everyday work culture. They suggested organizations focus on creating a clear vision of where they want to go and identify the gaps that need to be addressed to get there. Angela shared her experience of encouraging employees to take responsibility for their own growth through curiosity and exploration, advocating for simple yet effective learning methods like TED Talks, LinkedIn Learning, or even micro-learning moments throughout the day.

The panel agreed that organizations should not rely solely on formal training programs. Real growth often happens through day-to-day experiences, mentorship, job shadowing, and project-based learning. Employees must feel empowered to seek learning opportunities on their own, and leaders must provide them with the right tools and resources.

The Role of HR in Leading the Charge

The panel also discussed HR’s pivotal role in leading the charge toward creating a culture of learning and growth. Elizabeth noted that HR should serve as the architects of this culture, setting the guardrails and ensuring alignment between individual learning paths and organizational goals. Joy added that HR must also ensure there are measurable metrics and KPIs in place to assess whether the culture of learning is truly taking root.

However, Sara emphasized the importance of individual responsibility in the process. Employees need to take ownership of their own development and advocate for the resources and support they need. “No one cares about your career as much as you do,” she remarked, underscoring the idea that growth is a two-way street between the organization and the individual.

Measuring Success in a Learning Culture

The panel explored how organizations can measure the success of their efforts to build a learning culture. Joy suggested tracking whether managers are having regular one-on-one career conversations with their team members. Angela highlighted the need for both quantitative and qualitative metrics, noting that while training hours may be one way to track learning, it’s equally important to assess whether employees are truly absorbing and applying new skills in their roles.

Sara pointed out that organizations often want quick fixes, but learning and growth take time. Building a culture of growth is a long game, and leaders must be patient and committed to continuous improvement over time.

Final Thoughts

As the panel discussion drew to a close, each speaker shared their key takeaways for fostering a culture of growth and learning. Elizabeth encouraged organizations to embrace incremental progress, extending grace to themselves as they work toward long-term goals. Angela highlighted the importance of curiosity as a driving force behind learning. Joy reinforced the need for accountability, both for leaders and employees, in driving a culture of growth.

In summary, building a culture of growth and learning requires a collective effort from all levels of the organization. Leaders must model the way, employees must take responsibility for their own development, and HR must create the structures and metrics that support continuous learning. In a rapidly changing world, organizations that prioritize growth and learning will be the ones that thrive.