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How To Create a Long-Lasting Culture of Learning and Development

2 minute read

By Stacey Hayes-Allen, Director of Corporate Partnerships at Arden University

Investing in learning and development (L&D) supports employee retention and business growth, e businesses stay competitive for consumers and prospective talent.

However, despite this, the Professionalising Learning and Development report by CIPD revealed that only a third (36%) of L&D practitioners feel they have successfully cultivated a positive learning culture. This is even more striking when considering that a whopping 98% have expressed the desire to do so.

It’s well known that a culture of learning can boost workplace productivity, as well as employee satisfaction. So, how can leaders implement this successfully in the workplace to bring these benefits to life?


Firstly, collaborating with external education providers is key – and this requires careful consideration. Your education partner should offer insights to both employees and line managers (e.g., through taster sessions), so they can understand the benefits, learning process, and whether the learning opportunity is right for them.

They should also be able to share data with HR teams, so they can demonstrate the long-term benefits of the courses to board members and business leaders, helping to cement investment in future development opportunities. Some educational partners can also offer tailored courses for specific sectors, which enhance the practical applicability of learned skills to day-to-day job responsibilities. This approach garners support from upper management, solidifying the organisation's commitment to a thriving learning culture.

For formalised L&D opportunities like apprenticeship degrees, it’s imperative to integrate practical skills alongside theoretical knowledge. This could involve real-world applications of newly acquired skills or exposure to relevant stakeholders, instilling confidence in employees as they witness tangible career growth.


Having a point of contact within the organisation for L&D initiatives is invaluable. This serves as a support system for employees during their learning journey and facilitates feedback on preferred learning opportunities. A team member can guide apprentices, promote courses during recruitment and ensure alignment between employee learning and organisational goals.

Upskilling managers with a growth mindset is vital to embedding a culture of learning. This not only fosters a supportive learning environment but encourages employees to consider future career paths and L&D prospects, reinforcing learning culture.


The commitment to a culture of learning begins with gaining support from leadership teams. HR teams play a pivotal role in demonstrating the value of learning by presenting tangible data and a strategic plan that positively impacts the bottom line of the business. However, the process is reciprocal. To substantiate the value of L&D, organisations must take specific steps to tailor learning initiatives to their business.

Creating a culture of learning in 2024 requires strategic commitment, a dedicated L&D champion and meaningful collaborations with external education providers. Addressing these aspects, organisations can surmount barriers to a flourishing learning culture, propelling their workforce towards sustained success.

Stacey HeadshotStacey Hayes Allen, Director of Corporate Partnerships, Arden University



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