The change and growth often needed to succeed in business means a constant commitment to learning, says Melissa Daimler, Udemy’s director of training.
In fact, learning “is a constant practice of building skills, experience and knowledge through our work, not around or on top of it,” Daimler wrote in her book “Culture: Design Your Company’s Culture to Connect with Strategy and Goal for a Long Time ». Success, ”published May 10.
A pandemic, a forced function for learning
At Udemy, an online marketer for teaching and learning, the demand for online learning has grown over the past few years.
Daimler told HR Dive that the pandemic is a “coercion function” that reinforces the importance of workplace culture, learning and development that “we should always reconsider”. Now, with 1,400 staff and 185,000 courses led by 65,000 faculty to millions of students, Udemy is “really at a good turning point,” she said, and in the process of further codifying its values.
Management of training in a training company
Daimler’s goal in the company is to expand its cultural basis of “always learn”. She said the training is conducted in various forms and settings and is also fixed simulated using different skill sets.
“A company is not automatically a training organization when it offers training programs,” Daimler writes in his book. “Maybe even the opposite.” So how does a training company manage learning? First, experimenting and then repeating, she said, looking at the big system and how it blends. Having deep experience at the intersection of culture and learning, as well as organizational development and talent development, Daimler said this has been the theme of her career. “And I think any good student learner is a systems thinker [who looks] how strategy connects with purpose and culture ”. But knowing where the company is internally equipped to develop skills and where to “acquire skills externally,” she said, is also her job.
As a CLO in a training company, Daimler said she has an impact on the company’s products and solutions. “I work directly with our customers and our customer service team to make sure we listen to our customers about what works.” She said everything Udemy shares with its customers, the company also does, and sometimes “[w]get ideas from customers and implement them inside. ”
In Udemy she said: “[w]Dig deeper into it – develop leadership skills to keep up with what is expected of a public campaign. ” The San Francisco-based Udemy Company went public in October. Daimler joined the company in September after nearly 11 years at Adobe, where she said she cut her teeth on all HR issues.
“And then Twitter knocked, and it was just an opportunity not to give up.” During her four years there, she explained that she was able to make sense of and build leadership, management and talent development, and interact with the company’s 800 employees at the time.
New learning tools and models
Training has never been about training for Daimler, which has been doing this job for 20 years. She said that training is a “closed event”, but she perceived training or organizational development much more broadly.
A more effective solution to the problem, she said, is happening in Fr. system level; and because the organization is a system and on-the-job training is linked to organizational development, it encourages consideration of work — whether projects, strategies, acquisitions, or initiatives — as an opportunity to use for both individual learning and organizational development.
But how does an employer know that someone has developed a skill set? How does this measure learning? Compared to traditional workplace learning models, which are often based on “content consumption,” Daimler said companies can be more successful if the learning environment is a mix of generations, functions, and modern experimentation relevant at the system level. She said she believes there is an opportunity, especially in the cohort context of the workplace, to learn from each other, and suggested it could be more fertile ground for learning and a better way to measure.
Often organizations don’t understand what they expect, she said. But companies can take this extra step to provide clearer images: “If“ Risking Creatively ”is desirable behavior, then organizations need to identify what“ creative risk ”is and then help employees identify ways to learn and practice skills. creative risks so that they can be recognized, given feedback on such behavior and even promoted, “she wrote in her book. Daimler argued that a favorable learning experience is what connects workplace culture.