ATD Blog
Your Roadmap to a Learning Culture
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A ssess how well your company displays the characteristics of a learning culture and get ideas for how to improve in each area.
Assess how well your company displays the characteristics of a learning culture and get ideas for how to improve in each area.
Mon Jul 27 2026
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At its simplest, a learning culture is a work culture that prioritizes learning. More specifically, it’s an organization with a shared mindset that prioritizes growth and continuous improvement, which, in turn, shapes how employees interact, make decisions, and approach their work.
At its simplest, a learning culture is a work culture that prioritizes learning. More specifically, it’s an organization with a shared mindset that prioritizes growth and continuous improvement, which, in turn, shapes how employees interact, make decisions, and approach their work.
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You’re likely familiar with what it looks like when an organization does not have a learning culture. Are any of these familiar?
You’re likely familiar with what it looks like when an organization does not have a learning culture. Are any of these familiar?
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It’s a struggle to get learners to complete e-learning or to show up for synchronous courses or classes.
It’s a struggle to get learners to complete e-learning or to show up for synchronous courses or classes.
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Learning and development team budgets are cut, and investments in infrastructure are stalled.
Learning and development team budgets are cut, and investments in infrastructure are stalled.
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L&D struggles to gain access to data that can help to isolate the positive effects of training.
L&D struggles to gain access to data that can help to isolate the positive effects of training.
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There’s no accountability for developing yourself or those on your team.
There’s no accountability for developing yourself or those on your team.
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Organizational initiatives are launched without bringing the learning team to analyze potential performance gaps and how to fill them, using L&D instead as “order takers.”
Organizational initiatives are launched without bringing the learning team to analyze potential performance gaps and how to fill them, using L&D instead as “order takers.”
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The downsides aren’t just felt by L&D teams. In organizations without learning cultures, feedback loops close, and new ideas and behaviors are avoided. As a result, knowledge is hoarded, trust declines, and performance suffers.
The downsides aren’t just felt by L&D teams. In organizations without learning cultures, feedback loops close, and new ideas and behaviors are avoided. As a result, knowledge is hoarded, trust declines, and performance suffers.
The Benefits of Getting This Right
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On the other hand, when an organization has a learning culture, the benefits are immense. Elaine Biech’s Action Guide to Talent Development notes it “increases efficiency and employee satisfaction, develops a sense of ownership and accountability, creates a culture of knowledge sharing, and develops an enhanced ability for employers to adapt to change.” All of this empowers employees to deliver tangible outcomes.
On the other hand, when an organization has a learning culture, the benefits are immense. Elaine Biech’s Action Guide to Talent Development notes it “increases efficiency and employee satisfaction, develops a sense of ownership and accountability, creates a culture of knowledge sharing, and develops an enhanced ability for employers to adapt to change.” All of this empowers employees to deliver tangible outcomes.
Roadmap to a Learning Culture
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Wondering where your organization is on its journey? Use the following chart to assess how well your company displays the characteristics of a learning culture and get ideas for how to improve in each area. Read the following cultural characteristics and score each one based on how well the description matches your organization.
Wondering where your organization is on its journey? Use the following chart to assess how well your company displays the characteristics of a learning culture and get ideas for how to improve in each area. Read the following cultural characteristics and score each one based on how well the description matches your organization.
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0 – This does not describe my organization.
0 – This does not describe my organization.
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1 – My organization is headed in this direction.
1 – My organization is headed in this direction.
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2 – I see this regularly in my organization.
2 – I see this regularly in my organization.
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3 – My organization does this, and more!
3 – My organization does this, and more!
Content Cultural Characteristic Cultural Characteristic | Content Sample Actions to Move in the Right Direction Sample Actions to Move in the Right Direction |
Content Storytelling Storytelling Content My organization notices and shares stories of growth and learning. Learning stars are recognized and celebrated. Our culture is built on a shared value of learning. My organization notices and shares stories of growth and learning. Learning stars are recognized and celebrated. Our culture is built on a shared value of learning. | Content * Provide senior leaders with profiles of learning stars to share at town halls and meetings. * Provide senior leaders with profiles of learning stars to share at town halls and meetings. Content * Write articles for company newsletters about people who have made suggestions leading to innovation or who have successfully coached others. * Write articles for company newsletters about people who have made suggestions leading to innovation or who have successfully coached others. Content * Make sharing recent learnings a standard part of weekly team meetings. * Make sharing recent learnings a standard part of weekly team meetings. |
Content Psychological Safety Psychological Safety Content My organization has a high degree of psychological safety (a belief that one can speak up, take risks, share ideas, and make mistakes without fear of punishment or humiliation), which is necessary for learning to take place. My organization has a high degree of psychological safety (a belief that one can speak up, take risks, share ideas, and make mistakes without fear of punishment or humiliation), which is necessary for learning to take place. | Content * Celebrate failures for how they identify what didn’t work. * Celebrate failures for how they identify what didn’t work. Content * Immediately shut down individuals who judge and penalize others for their beliefs, ideas, or mistakes. * Immediately shut down individuals who judge and penalize others for their beliefs, ideas, or mistakes. Content * Have leaders model admitting their mistakes and being human. * Have leaders model admitting their mistakes and being human. |
Content Leadership Leadership Content Senior leaders champion learning. Senior leaders champion learning. | Content * Encourage leaders to attend programs as participants and/or drop in on learning programs and chat with participants. * Encourage leaders to attend programs as participants and/or drop in on learning programs and chat with participants. Content * Assist leaders in sharing about their own continuous growth and development. * Assist leaders in sharing about their own continuous growth and development. Content * Have senior leaders communicate a clear vision for investing in development. * Have senior leaders communicate a clear vision for investing in development. |
Content Knowledge Sharing Knowledge Sharing Content Knowledge is not trapped in silos, but is shared both within and across departments. Knowledge is not trapped in silos, but is shared both within and across departments. | Content * Create traditional and peer-provided mentoring programs and resources. * Create traditional and peer-provided mentoring programs and resources. Content * Curate accessible learning sites for regular, consistent processes (like onboarding, performance communication, or promotions). * Curate accessible learning sites for regular, consistent processes (like onboarding, performance communication, or promotions). Content * Set the expectation that when an employee returns from a conference or workshop, they share what they learned. * Set the expectation that when an employee returns from a conference or workshop, they share what they learned. Content * Host book clubs and crowdsourcing/group brainstorming sessions. * Host book clubs and crowdsourcing/group brainstorming sessions. Content * Encourage open communication and community channels. * Encourage open communication and community channels. Content * Conduct regular “stay” interviews. * Conduct regular “stay” interviews. |
Content Accountability Accountability Content Everyone in the organization is responsible for employee development, and their efforts are part of the organization’s performance management systems. Everyone in the organization is responsible for employee development, and their efforts are part of the organization’s performance management systems. | Content * Have every employee at every level develop a professional development plan/goal. * Have every employee at every level develop a professional development plan/goal. Content * Put “developing others” in the formal performance review process for managers, and “developing myself” in the process for everyone. * Put “developing others” in the formal performance review process for managers, and “developing myself” in the process for everyone. Content * Provide employees with an annual professional development budget. * Provide employees with an annual professional development budget. Content * Provide libraries, magazines, and memberships to teams to share and report back on. * Provide libraries, magazines, and memberships to teams to share and report back on. |
Content Empowerment Empowerment Content Employees are involved in shaping learning. They’re also supported and equipped to create, curate, and deliver training, leading to consistently excellent training opportunities. Employees are involved in shaping learning. They’re also supported and equipped to create, curate, and deliver training, leading to consistently excellent training opportunities. | Content * Offer train-the-trainer and learning design courses on a regular basis, open to all. * Offer train-the-trainer and learning design courses on a regular basis, open to all. Content * Alternate who facilitates at organizational workshops and who moderates meetings. * Alternate who facilitates at organizational workshops and who moderates meetings. Content * Create a professional development cross-departmental committee to share resources, build training, overcome challenges, and avoid duplication of efforts. * Create a professional development cross-departmental committee to share resources, build training, overcome challenges, and avoid duplication of efforts. Content * Establish standards for e-learning before it can be hosted on the organization’s LMS. * Establish standards for e-learning before it can be hosted on the organization’s LMS. Content * Provide leaders with supporting materials on employee development. * Provide leaders with supporting materials on employee development. |
Content Feedback Feedback Content Performance feedback is continuous, rather than reserved for formal review cycles. Managers are trained as coaches and expected to provide regular feedback. Performance feedback is continuous, rather than reserved for formal review cycles. Managers are trained as coaches and expected to provide regular feedback. | Content * Adopt consistent vocabulary and models for feedback. For example, STAR, SBI, FAST. * Adopt consistent vocabulary and models for feedback. For example, STAR, SBI, FAST. Content * Position all feedback as developmental and constructive. * Position all feedback as developmental and constructive. Content * Train managers as coaches. * Train managers as coaches. Content * Require quarterly feedback meetings at a minimum. Track this using a simple one-question quarterly survey that asks: “Yes or no: I received performance feedback from my manager in the past three months.” * Require quarterly feedback meetings at a minimum. Track this using a simple one-question quarterly survey that asks: “Yes or no: I received performance feedback from my manager in the past three months.” |
Content Alignment Alignment Content Training is integrated with organizational and departmental needs and priorities. Training topics align with business strategy and strategic goals. Training is integrated with organizational and departmental needs and priorities. Training topics align with business strategy and strategic goals. | Content * Bring learning leaders to the table when discussing organizational strategy and upcoming initiatives to help identify potential gaps and how to fill them. * Bring learning leaders to the table when discussing organizational strategy and upcoming initiatives to help identify potential gaps and how to fill them. Content * Always conduct a needs assessment in response to requests for training, even if a cursory, Why this? Why now? * Always conduct a needs assessment in response to requests for training, even if a cursory, Why this? Why now? Content * Build an introductory slide into all learning events listing the organizational/departmental needs the training supports. * Build an introductory slide into all learning events listing the organizational/departmental needs the training supports. |
Content Learning in the Flow Learning in the Flow Content Learning is defined as anything that helps employees grow, provided wherever employees are, and however they prefer— not just via a single training session or event. Informal learning is highly visible. Learning is defined as anything that helps employees grow, provided wherever employees are, and however they prefer— not just via a single training session or event. Informal learning is highly visible. | Content * Institute after-action reviews and project milestone check-ins. * Institute after-action reviews and project milestone check-ins. Content * Provide managers with bullet-pointed learning agendas to integrate into staff meetings. * Provide managers with bullet-pointed learning agendas to integrate into staff meetings. Content * Use physical spaces for collaboration in person and monitored/unmonitored community channels for sharing online. * Use physical spaces for collaboration in person and monitored/unmonitored community channels for sharing online. Content * Consider adding learning messages into people’s workspaces (for example, using posters, keyboard reminders, and desk pads). * Consider adding learning messages into people’s workspaces (for example, using posters, keyboard reminders, and desk pads). |
Content Learning to Learn Learning to Learn Content Role-based, job skills training is paired with training on universal "success skills," such as learning to learn, critical thinking, and career and personal development. Role-based, job skills training is paired with training on universal "success skills," such as learning to learn, critical thinking, and career and personal development. | Content * Keep topics like critical thinking, remaining future-ready, public speaking, and priority management on your regular rotation of available programs. * Keep topics like critical thinking, remaining future-ready, public speaking, and priority management on your regular rotation of available programs. Content * Allow all employees to take programs each year that enhance growth in general. * Allow all employees to take programs each year that enhance growth in general. Content * Conduct a day/week/month of professional development activities for all. * Conduct a day/week/month of professional development activities for all. Content * Host panel discussions with individuals who’ve taken a variety of career paths within the organization. * Host panel discussions with individuals who’ve taken a variety of career paths within the organization. Content * Host resume review sessions and interview preparation workshops/simulations for internal job openings/succession planning. * Host resume review sessions and interview preparation workshops/simulations for internal job openings/succession planning. |
Content Measurement Measurement Content Training outcomes are defined before training takes place, and every program is evaluated on how well employees are performing in key knowledge and skill areas. Training outcomes are defined before training takes place, and every program is evaluated on how well employees are performing in key knowledge and skill areas. | Content * Distinguish learning objectives from performance outcomes, and make both measurable. * Distinguish learning objectives from performance outcomes, and make both measurable. Content * Obtain access to organizational HRIS systems and performance results so you can confidently report on training’s contribution. * Obtain access to organizational HRIS systems and performance results so you can confidently report on training’s contribution. Content * Collect baseline data, including pretests of learning. * Collect baseline data, including pretests of learning. Content * Ensure all programs are evaluated at Level 3 (behavior change/application), and as many as possible at Level 4 (organizational results). * Ensure all programs are evaluated at Level 3 (behavior change/application), and as many as possible at Level 4 (organizational results). Content * Report results regularly. Revise programs that aren’t producing excellent results. * Report results regularly. Revise programs that aren’t producing excellent results. |
Content Commitment Commitment Content My organization doesn’t just say it wants to have a learning culture; it paints a picture of what one looks like and focuses intentionally on maintaining it. My organization doesn’t just say it wants to have a learning culture; it paints a picture of what one looks like and focuses intentionally on maintaining it. | Content * Publish your vision of a learning culture and provide periodic updates on the organization’s progress. * Publish your vision of a learning culture and provide periodic updates on the organization’s progress. Content * Launch a traveling “road show” called “Your Role in Creating Our Learning Culture.” * Launch a traveling “road show” called “Your Role in Creating Our Learning Culture.” Content * Make sure that when your organization gets external recognition, it mentions your commitment to being a learning culture. * Make sure that when your organization gets external recognition, it mentions your commitment to being a learning culture. |
Your Scoring:
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0–7 points – Early Stage: This is an organization with little to no evidence of a learning culture. Training may exist but is sporadic, disconnected from strategy, and not yet part of how the organization thinks. This is the starting line, not a failure—awareness is the first step.
0–7 points – Early Stage: This is an organization with little to no evidence of a learning culture. Training may exist but is sporadic, disconnected from strategy, and not yet part of how the organization thinks. This is the starting line, not a failure—awareness is the first step.
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8–16 points – Emerging: Some characteristics of a learning culture are present, but inconsistent. There are pockets of good practice and movement in the right direction, but no systemic commitment yet. This is where many organizations land.
8–16 points – Emerging: Some characteristics of a learning culture are present, but inconsistent. There are pockets of good practice and movement in the right direction, but no systemic commitment yet. This is where many organizations land.
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17–26 points – Developing: A learning culture is clearly taking shape. Multiple characteristics are visible and recurring. Leadership is likely engaged and structures are being built, but there’s meaningful room to deepen and sustain the work.
17–26 points – Developing: A learning culture is clearly taking shape. Multiple characteristics are visible and recurring. Leadership is likely engaged and structures are being built, but there’s meaningful room to deepen and sustain the work.
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27–36 points – Thriving: Learning is embedded in how the organization operates. It’s not a program; it’s a practice. This organization models the characteristics of a strong learning culture and continues to push further.
27–36 points – Thriving: Learning is embedded in how the organization operates. It’s not a program; it’s a practice. This organization models the characteristics of a strong learning culture and continues to push further.
Your Path Forward
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An organization with a thriving learning culture treats feedback, development, knowledge sharing, leadership support, and the connection between learning and performance as strategically imperative.
An organization with a thriving learning culture treats feedback, development, knowledge sharing, leadership support, and the connection between learning and performance as strategically imperative.
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Learning professionals certainly want to work in organizations like this, in part because they give us a broader role. We’re not limited to producing content: We can help leaders and teams think more systematically about how learning is supported, reinforced, and woven into the work. But we’re not the only ones who see a learning culture as a benefit. The truth is, our employees and leaders do too.
Learning professionals certainly want to work in organizations like this, in part because they give us a broader role. We’re not limited to producing content: We can help leaders and teams think more systematically about how learning is supported, reinforced, and woven into the work. But we’re not the only ones who see a learning culture as a benefit. The truth is, our employees and leaders do too.
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Now that you have a checklist to work from, I hope that you and your organizations will reap the benefits of a strong learning culture.
Now that you have a checklist to work from, I hope that you and your organizations will reap the benefits of a strong learning culture.
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