Why you should train your staff to take control of their development

by Brett Henebery23 Mar 2017
In May 2015, the Europe, Middle East and Africa (EMEA) L&D team at Citi launched an internal behavioural change campaign titled #BeMore.
The campaign encouraged everyday learning through a series of ‘micro actions’ embedded into their workflow, which led to several awards for the team.
The primary aim was to empower employees to take control of their own development, facilitating behavioural change across Citi’s diverse organisation.
Through these initiatives, the organisation also sought to positively change employee in the following three ways:  
  • Encouraging employees to have honest conversations with their line managers whilst better equipping line managers to do this;
  • Introducing a greater focus on continuous workplace learning based on the principals of 70:20:10 and known at Citi as the 3E’s Experience, Exposure, Education;
  • Encouraging more completion of Individual Development Plans (IDP) to a high standard.
Within a year, the organisation has seen an increase in the number of staff completing their IDP’s, and the culture promoted by the #BeMore program has been broadly embedded across the business.
Speaking at the Learning Technologies eXchange in 2016, Brian Murphy, Citi’s head of L&D EMEA, said it was clear that the business leaders “felt the responsibility and pressure” to create opportunities for development.
“But they needed to get the dynamics right – not just to create a top-down push but a pull to bring about an employee-owned and manager-supported learning culture,” he said.

“Our people needed to be empowered to own the changes and the culture for themselves. Lastly, L&D’s role was to create the conditions for behaviour change, not to ‘drive it’.”
Murphy pointed out that “L&D is not the fount of all knowledge” and that traditional approaches no longer work.
“It was critical to shift to new learning principles, principles, and pivot our role as Learning professionals. In our team our priority was to shift to role of performance consultants,” he said.

“Our role in helping our people understand how to balance their own learning across the 3 E’s – Experience, Exposure and Education – has been fundamental in supporting business change and agility in our organisation.”

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