Learning practices as a continuum

Continuous learning culture frontlines the purpose into developing such research on learning and skills relevance and the adoption of a learning culture. Ignoring the elements of development and skill relevance in the business world, implies a full dependency on robots (which is highly unlikely, still) or a risky ignorance into sustaining a poor business strategy. Based on such business assumptions, the paper is aiming to identify the current perception of leaders towards learning practices and similarly of their direct reports, in understanding the triggering elements for consuming knowledge and maintaining the learning appetite. While the economic landscape is now shifting into developing a green economy, with green skills, this research goes into the understanding of the human behavior and development need, to generate a sustainable business. While development is a continuous act and people dependent, the effects of it are directly impacting the business deliverables. The current paper investigates the learning practices, by running a study within an organization on a large-scale operational team. The method of data collection is a set of interviews with the top management, then a larger qualitative data collection through focus groups and the third approach is deploying a survey with the most tenured employees. By understanding their perspectives and expectations, and compared with historical training attendance records, the authors proposed a set of recommendations towards developing that culture of knowledge that enables growth and in the long term the mobility of other job opportunities within the organization. The results are proposing a slight adjustment towards the learner’s needs, by addressing it with micro topics, bite size learning, for immediate applicability and a better communication strategy for content awareness, given the vast inflow of learning opportunities.