Adapting learning strategies to the vicissitudes of societal change is not an easy task. It involves constant attention to developments in technology as well as engaging with the desires and needs of the market. These actions have to be conducted throughout all levels and spheres of education. Surveys and polls serve as invaluable tools in order to gauge the feelings of those who engage with the industry as learners, facilitators, or several other roles.
In our webinar Learning Adaptation 4.0 [part 1], a poll was conducted to find out whether those who worked in the education industries enjoyed workplace learning. In total, 38 members of the audience responded. 36 respondents (95%) responded "yes", while only two respondents answered "maybe". Nobody indicated a clear dislike for workplace learning.

The implications for these results are undeniably positive as it shows that those involved in workplace learning want to take part as opposed to doing something only because it is unavoidable or compulsory. Asking this question leads us to another very predictable question:

What is it about workplace learning that makes it enjoyable?

Of course, there are numerous answers to this question. Many of these answers, however, will have a common thread which relies on the fact that human beings are social animals. We enjoy interacting with other people. Technological innovations over the past few decades have provided us with many new ways in which we can interact with other people. As a species, we are naturally curious. We adapt and spread these new forms of communication not just because they are useful and efficient, but because they are fun. We follow people on Twitter because we are interested in what they have to say. We enjoy checking Facebook to see what our friends are up to.

Of course, technology isn't the only factor in assessing how to improve workplace learning. All that is required is activities in which learners will be required to communicate. Using fun activities or "gamification" in workplace learning will almost always, on some level, use communication as the key to success. This fact is a golden thread and a foundational necessity for the enjoyment of workplace learning. It certainly isn't the only factor, but it is always an excellent starting point in considering how to create workplace learning success and enjoyment.

Over the past two weeks, we have shared articles centred around the “Golden Circle” as cited by Simon Sinek. In case you missed it, we published; Why core beliefs are important for any business and The core values and realisation of “how”

The Golden Circle business theory starts with "Why" we do what we do. Equally important, perhaps even more so, is "What" we do. Having discovered our motivation, and having laid out core principles, we finally turn what we do from a meaningless task into something that enriches ourselves and those who choose to do business with us.  

According to Sinek, the "Why" and the "How" exist in the limbic brain. These are the parts of the brain primarily involved in emotions. The "What" exists in the neocortex which is responsible for conscious and rational thought. The "Why" and the "How", through constant reinforcement and conscious practice become like tying a shoelace. They become part of our subconscious and as such, are ultimately exhibited in the "What" - the goods and products we provide, as well as the actions taken to implement our core values and principles.

How does this concept translate into success?

Firstly, success needs to be defined. In our world of business, characterised by profit-focused initiatives, success boils down to simply making money. However, human beings are far more complex than that. The old cliché that money doesn't buy happiness is inarguably true although it provides more comfort to those few who have it. And since we spend a vast amount of our personal time at work, it stands to reason that we should find reasons for happiness and fulfilment in the workplace and the work that we do.

In short, success needs to address the systemic need for money as well as the human need for emotional gratification. Understanding Sinek's Golden Circle of "Why?, "How?", and "What?" also means that seeking emotional gratification is not simply left to the individual. It is important for the individual to feel comfortable and to contribute to the company culture, and vice versa. By putting effort into our "Why" and "How", the effect will naturally follow through into "What" we do. By integrating into a business, and consciously adding to these values, the results will be significant, as the business is already, and constantly adding to your potential for emotional satisfaction. If one could quantify human emotions and gratification, in this case, the whole would certainly be greater in a collective manner.

Omni HR Consulting exists as a notable example of these ideals in that its vision ("Why"), its core principles ("How"), and the services it sells ("What") all interact with each other in positive ways that enrich the lives of those in its value-chain, such as, employees, clients and learners. The organisational vision statement: “Creating Standards Others are Drawn to”  is realised by enacting the core principles which in turn generates a service that is peerless in its quality, created by those with a stated purpose and a passion for it.

Searching for justification and meaning in work is necessary for emotional fulfilment. In our last article, we discussed the concept of "Why?” as explained by the business theorist Simon Sinek. Businesses with strong core beliefs not only provide this meaning to their business but also provide emotional support and gratification for the employees who share the visions of these core beliefs. As such, it is necessary for businesses to seek out employees who believe in their mission and their principles. And thus, a beneficial association of emotional wellbeing is attained.

Most companies and people know “how” they do what they do. A carpenter knows how to sand wood. Similarly, a company knows how it sells its product. The "How" is an extremely important part of business operation. However, when it comes to core values and the implementation thereof, it is easy to simply pay lip-service to them and try to justify how our everyday activities fit into those core values rather than making time to consciously enact those core values. The difference between "Why" and "How" in this regard is the vision and the mission statement. The "Why" addresses the vision and thus the intent of the business. "How" is summarised by the mission statement wherein details are provided in how the business enacts the "Why".

When addressing core values, a business needs a clear idea of how to engage with the values. It is no good to simply tell staff and customers to hold values of, for example, honesty or liberty.  These values must be promoted and acted upon by members of the business. Jeff Ruby points out four ways of instilling core values:

1. Encourage conversations about your core values
2. Make your core values visible
3. Recognise employees who emulate your core values
4. Hold each member of your team accountable to your core values

Adherence to these methods can be done in many ways limited only by your creativity. It is important not only to envision positivity in the outcome but also through the implementation of the core values. Discussions can be engaging and interesting and workshops can be fun. Through this, employers and employees not only have something to strive for that goes beyond the physical purpose of the business, but they have methods of how to strive.

Let us help you align / realign your Corporate Culture

Corporate Culture is a set of values, attitudes, beliefs and standards that guide the way the organisation interacts with their employees and customers and can be seen in the organisation structure, strategy, goals and how business is conducted.

Omni HR Consulting provides business and people development solutions through training and consulting services. We can support teams (at all levels in the business) to align or realign to the organisations’ strategic drivers and the tactical approach to realise the company/organisational strategy and related goals.  Get in touch with us today!

​Contributor:

Greg Beyer
Researcher at Omni Academy for Education, Training and Development

​References: ​

Sinek, S. 2009. "Start with Why?". Portfolio.

Red Rock Leadership​​, ​​Accessed 16 June 2020. Article by Ruby, J. 2017.