Building A Training Culture

One of the most common mistakes in corporate learning is trying to embed motivation directly into the course — as if making the content fun or engaging will magically make people want to complete it. Let’s be clear: it doesn’t work that way. Never has. In reality, motivation always lives inside the learner. 💡 And it stems not from gamification or animations, but from an unmet need. In this case, the course becomes a potential solution. So how do we find or create that unmet need? Let’s not reinvent the wheel. We’ll revisit Maslow’s hierarchy of needs and reframe it in a workplace context. Reframing Maslow’s Hierarchy in the Workplace Enablement Needs — access to resources (workspace, equipment, internet, time, and the opportunity to learn). Safety — stability, confidence in the future, feeling competent and in demand. Belonging — being part of a team, a profession, a company; not feeling excluded. Recognition — contributions are noticed, achievements acknowledged, feedback is given. Self-actualization — growth, new challenges, career opportunities, autonomy. Now ask yourself: How can we activate one of these needs so that our course becomes the clear next step? If you select the right level and method, motivation will follow and your completion rate will soar. How it can work: Enablement Needs 🫧 Creating the need: restrict access to tools or systems until the course is completed. When to use: compliance training, security protocols, data protection. Safety 🛟 Creating the need: create a sense of risk — of falling behind, becoming irrelevant, or underperforming. Show the course as a way to stay afloat. When to use: courses on tech updates, AI tools, process changes, digital fluency. Belonging 💕 Creating the need: introduce team-based activities, social dynamics, shared goals. Create FOMO. When to use: soft skills training, project management, onboarding — anything involving collaboration. Recognition 🏆 Creating the need: add gamification, certificates, dashboards, and leaderboards to make achievement visible. When to use: long or complex programs, skill development, leadership tracks. Self-actualization 🚀 Creating the need: offer choice, tie the course to personal growth, career goals, or talent development. When to use: career paths, upskilling, reskilling, HiPo programs, individual development plans. So, learning is never “just a course.” It’s about mapping your training to a real learner need — or creating that need through thoughtful communication, planning, and experience design. Still trying to motivate people with gamification alone?

This week, I facilitated a manager workshop on how to grow and develop people and teams. One question sparked a great conversation: “How do you develop your people outside of formal programs?” It’s a great question. IMO, one of the highest leverage actions a leader can take is making small, but consistent actions to develop their people. While formal learning experiences absolutely a role, there are far more opportunities for growth outside of structured settings from an hours in the day perspective. Helping leaders recognize and embrace this is a major opportunity. I introduced the idea of Practices of Development (PODs) aka small, intentional activities integrated into everyday work that help employees build skills, flex new muscles, and increase their impact. Here are a few examples we discussed: 🌟 Paired Programming: Borrowed from software engineering, this involves pairing an employee with a peer to take on a new task—helping them ramp up quickly, cross-train, or learn by doing. 🌟 Learning Logs: Have team members track what they’re working on, learning, and questioning to encourage reflection. 🌟 Bullpen Sessions: Bring similar roles together for feedback, idea sharing, and collaborative problem-solving, where everyone both A) shares a deliverable they are working on, and B) gets feedback and suggestions for improvement 🌟 Each 1 Teach 1:  Give everyone a chance to teach one work-related skill or insight to the team. 🌟 I Do, We Do, You Do:Adapted from education, this scaffolding approach lets you model a task, then do it together, then hand it off. A simple and effective way to build confidence and skill. 🌟 Back Pocket Ideas:  During strategy/scoping work sessions, ask employees to submit ideas for initiatives tied to a customer problem or personal interest. Select the strongest ones and incorporate them into their role. These are a few examples that have worked well. If you’ve found creative ways to build development opportunities into your employees day to day work, I’d love to hear what’s worked for you!

You wouldn't teach nuclear engineering by putting students in charge of a reactor. Every high-stakes discipline teaches the same way, except AI. Consultants tell executive leaders, “Don’t worry about doing it right, just do it and figure it out as you go. Let your mistakes guide you.” But each experiment is extremely expensive. Mistakes lead businesses to different mistakes, not learning. There is 0 accountability for value delivery because the goal is not quantified. Vague outcomes allow consultants to claim success any time they want to. Learning must be structured, rapid, and measured by value. It must lead to execution in cycles of learn, apply, improve, teach. Structured environment, expert guidance, and controlled practice first, then real-world operation and iterative improvement. Medicine, aviation, and engineering do it this way because the cost of learning by accident is too high. Somehow, AI became the exception. Why do we think businesses should learn about AI by testing it in production, where the inevitable failures become public spectacles? ‘Experiment to learn’ has been promoted as strategy, but it isn't. It just transfers the cost of the learning curve to customers, employees, and shareholders and calls it agility. The alternative isn't slowing down. It's teaching the discipline before running the experiment. The purpose of AI strategy frameworks is to turn learning into a single motion that connects with planning, alignment, implementation, and execution. Frameworks teach the business how to direct learning to improve business and customer outcomes. They ensure that learning is immediately applied and feedback leads to rapid improvement.

Nothing kills motivation faster than a leader who behaves like an employee’s effort doesn’t matter. Teams receiving regular, genuine recognition are significantly more likely to stay engaged and productive than those left unacknowledged. Giving meaningful feedback rather than only criticism consistently improves performance over time. Empowerment, autonomy, and opportunity for growth strongly correlate with higher job satisfaction and better retention. 6 Leadership Moves That Actually Motivate a Team 1. Listen & Encourage Feedback Encourage open feedback and ideas, then act on them. When voices are heard and valued, people feel respected and included. This builds trust and welcomes fresh thinking. 2. Recognise Good Work Publicly Make it a habit to call out achievements. Recognition boosts morale and tells people their effort matters. Teams receiving frequent praise show far higher motivation levels. 3. Challenge for Growth With Support Give meaningful tasks and stretch goals. Push the team to learn, grow and step out of comfort zones. But stay there to support them when they need it. Growth paired with guidance fuels confidence and drive. 4. Show You See the Human, Not Just the Work Caring about the person behind the role matters. Recognise that each team member has ambitions, fears, and strengths. When leaders show empathy and humanity, loyalty and trust deepen. 5. Help Build Their Career Path Learn what they aspire to. Offer opportunities to grow, learn, or lead. Make their ambitions part of the bigger vision. When work links with personal growth, engagement and long-term commitment rise. 6. Trust, Empower and Stand Behind Them Give autonomy. Let them take ownership. Trust in their abilities. Empowerment and not micromanagement build responsibility, creativity, and ownership. Employees grow stronger when they’re heard, valued, supported, trusted and empowered. Agree?

Learning journeys are not built in a day. But they can be built with a system. I created the G.R.O.W.T.H. Framework to help learning designers map experiences that actually stick. Most models stay in theory. G.R.O.W.T.H. is a toolkit you can take into your next project and put to work. Here is what you will find inside: ✅ Six-stage framework to map your journey ✅ Goal-setting worksheet for stakeholder alignment ✅ Empathy mapping template ✅ Learner feedback form ✅ Team retro guide ✅ Real-world case study to show it in practice This is a free download. You will find the full PDF attached to this post. If you are building learning journeys for onboarding, upskilling, compliance, or customer education, this gives you a clear structure to follow. Simple. Practical. Designed to be used. Scroll through the document and tell me what you think. I would love your feedback.

Adapting to Change: The #Evolving Landscape of Learning & Development The world of Learning and Development (L&D) is constantly evolving, just like the dynamic nature of the workplace itself. Gone are the days of a one-size-fits-all approach; today, organizations need a diverse mix of methods to cater to the unique needs and learning styles of their employees. Reflecting on my own journey in L&D, I’ve seen firsthand how flexible and varied learning strategies can significantly impact employee growth and organizational success. Here’s a glimpse into some of the most effective and evolving L&D methods: • Formal Learning: Structured and instructor-led, this traditional approach provides goal-oriented learning in both in-person and online settings. Think lectures, seminars, or webinars. • Informal Learning: This is where learning gets organic and self-directed—through daily tasks, peer interactions, or independent study. It happens naturally and often unexpectedly. • Experiential Learning: Learning by doing! This hands-on method allows employees to learn from their experiences—like OJT, internships, or simulations. • Coaching and Mentoring: Establishing a #culture of coaching and mentoring helps build trust and empowers employees to grow. Whether it’s performance coaching or reverse mentoring, these #relationships guide employees toward achieving their goals. • Skill Building and Cross-Training: Today’s #competitive landscape demands constant upskilling. From targeted training sessions to cross-training for operational flexibility, skill development remains at the core. • Remote Training: The digital age has #revolutionized how we learn, making remote training more relevant. Online courses, webinars, and pre-recorded lessons make learning accessible anytime, anywhere. In my experience, #organizations that embrace these diverse methods are better positioned to engage, develop, and retain their talent. The key is to blend these approaches to suit your team’s #needs and keep evolving with the times. How is your organization adapting to these new L&D trends? Share your thoughts below!

In my work with organisations over the last decade, I have come to realise that one key factor differentiates a good and a great company. 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴. 𝗣𝗲𝗿𝗶𝗼𝗱. But what exactly makes it so essential? 1. Unleashing Potential Learning isn't just about acquiring new skills but unlocking untapped potential. Investing in continuous learning unleashes the power of employees, propelling them toward innovation and success. 2. Navigating Change In a world where change is constant, adaptability is non-negotiable.  Continuous learning equips employees with the tools and knowledge they need to navigate change with confidence,  ensuring that your organisation stays ahead of the curve. 3. Fuelling Engagement Engaged employees are productive and continuous learning is a powerful driver of engagement. Employees who feel supported in their development are more likely to be motivated, committed, and enthusiastic about their work. 4. Building a Learning Culture Learning isn't just a one-time event—it's a way of life. A culture of continuous learning is within the organisations, where curiosity is encouraged and growth is celebrated. 5. Embracing the Future The future belongs to those willing to learn, adapt, and evolve. By prioritising continuous learning, it is ensured that the organisations are prepared for the future. 𝗛𝗼𝘄 𝗰𝗮𝗻 𝘆𝗼𝘂 𝗞𝗲𝗲𝗽 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴? 1. Set Goals Define clear learning objectives and milestones to keep yourself motivated and on track. 2. Seek Feedback Actively seek feedback from peers, mentors, and supervisors to identify areas for improvement and growth. 3. Embrace Challenges Step out of your comfort zone and embrace new challenges as opportunities for learning and development. 4. Stay Curious Cultivate a curious mindset and never stop asking questions. Curiosity fuels exploration and discovery. 5. Share Knowledge Share your knowledge and expertise with others, and be open to learning from their experiences in return. In a world where knowledge is power, 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 is the ultimate superpower. #comment How are you harnessing the power of learning to drive success in your organisation? Follow Utkarsh for content on employee and organisational development.

L&D as Kingmakers! In this insightful episode of The L&D Podcast, host Zubin Rashid sits down with Chintan Shukla, an experienced Training Leader and L&D professional with over 9 years in learning & development within the BPO/customer service industry. Chintan shares practical wisdom on transforming L&D from "check-the-box" compliance training to meaningful, applied learning that drives real behavioural change and business results. Key highlights include: -The 2–3 most common mistakes organisations make in designing training programs (and how to avoid them) -Deciding between training, coaching, and mentoring — especially with tight budgets and timelines -Shifting from one-way training to two-way facilitation to boost engagement and ownership -Connecting learning to WIIFM (What's In It For Me) and KPIs for genuine motivation -Practical ways to move beyond mandatory sessions to learning employees actually value and apply on the job -Measuring the impact of soft skills training (e.g., communication, empathy) in customer service — linking behaviour to CSAT and indirect ROI -Building and sustaining a genuine culture of continuous learning in hybrid/AI-influenced work environments -Empowering teams with Gen AI basics (70%+ adoption in his centre!) A powerful metaphor: L&D professionals as "kingmakers" and potters shaping talent for everyday performance or greatness Whether you are an L&D leader, trainer, HR professional, or aspiring to create high-impact learning experiences, this candid conversation is packed with actionable insights. Listen/Watch on Spotify: https://lnkd.in/dXDRm9C3 Follow Zubin Rashid for more leadership conversations in Learning & Development! 🎙️ #LearningAndDevelopment #LAndD #TrainingAndDevelopment #InstructionalDesign #Coaching #Mentoring #ContinuousLearning #SoftSkills #BehavioralChange #EmployeeDevelopment #AIinL&D #Leadership #HR #TalentDevelopment #WIIFM #Facilitation #Podcast #TheLAndDPodcast

My Best Electrician Just Quit. His Resignation Letter almost Made Me Cry. "I'm tired of carrying dead weight while getting paid the same as someone who does half the work." That was the opening line of Dave's resignation letter. Dave was my star performer: Completed jobs 67% faster than team average Zero rework in 18 months Trained 4 apprentices to excellence Never missed a deadline But I was paying him the same hourly rate as Tom, who: Took 3x longer on identical jobs Generated 40% of our rework issues Avoided training responsibilities Cost us 2 client relationships Steven Levitt (Freakonomics) warned us: "Incentives are the cornerstone of modern life." I was incentivising mediocrity and punishing excellence. The brutal math: Dave generated £47k profit annually Tom generated £8k profit annually But they earned identical salaries. Dave left. Took 3 other top performers with him. Cost to replace them: £7.5K in recruitment, training, and lost productivity. Here's the incentive revolution I implemented with my remaining team: Performance multipliers: Top performers earn 40% more Quality bonuses: £50 for every zero-rework job Team efficiency sharing: Whole team gets bonuses when ALL perform Skill development rewards: £200 for each new certification Peer mentoring incentives: £100/month for training others The transformation was almost instant: Productivity increased 63% across all team members Rework dropped to 2% (from 18%) Team members started helping each other improve Apprentices ASKED for extra training Job completion times decreased by 45% The magic moment:  Tom (my former underperformer) approached me asking how he could earn performance bonuses. Within 8 weeks, he'd transformed into one of my most reliable electricians. Dave called last month. Wants his job back. My answer: "Your welcome, you'll slot in fine (I've learned my lesson)." The complete "Performance-Based Incentive Framework" is detailed in Chapter 10 of "The Electrical Contractors Master Plan." Because when you reward excellence, excellence becomes your standard. Search David Hesketh books on Amazon Are you paying your best people to leave? #ElectricalContractor #TeamIncentives #BusinessGrowth #PerformanceManagement #ElectricalBusiness #TeamMotivation #ProfitOptimization

I was recently asked this in an interview, “What skills will be needed in the future?” It’s a question that keeps coming up everywhere, from boardrooms to business schools. And while digital fluency, adaptability, and critical thinking often top the list, there’s another conversation we’re not having enough: If future skills are so important, why aren’t we rewarding them yet? Today, most rewards are still based on position and past performance. But the game has changed. Roles are evolving.  Job descriptions are fluid. And the real currency of tomorrow? Skills. Which brings me to what I believe is one of the most overlooked shifts in talent strategy: Skill-based rewards. If someone is proactively upskilling, learning new tools, building future capabilities, preparing themselves to help your organisation stay competitive, why should their contribution only be recognised when they get promoted? I strongly believe that we need to stop rewarding people only for what they’ve done and start rewarding them for what they’re becoming. Here’s how forward-looking organisations can make the shift: ✅ Reward future-readiness, not just present-day performance. Think beyond revenue and KPIs. Build incentives for employees who invest in skills that align with your future strategy: AI, sustainability, data literacy, systems thinking. ✅ Make learning visible, and tied to growth. Learning should lead somewhere. Recognise and reward those who take the initiative to upskill, even before a formal role opens up. That’s how you build a truly agile workforce. ✅ Redefine success to include capability-building. Not every high performer today will stay relevant tomorrow. But those quietly building new muscles? They’re your long-term advantage. Your rewards strategy should reflect that. Because at the end of the day: If skills are how we’ll win the future, we need to make them count in the present. Let’s evolve how we reward work. Not just by what’s been delivered, but by how people are preparing to deliver what’s next. What’s one future skill you believe should be rewarded more actively today? #skills #skillbasedrewards