Learning has espoused greater importance in the new normal
The pandemic has radically changed how organizations worldwide operate over the last two years. Organizations didn’t have a playbook to handle this rapid transition to a remote or hybrid working environment, but this shift also presented a massive opportunity for organizations and their employees to explore new ways to collaborate, innovate and learn virtually.
When the pandemic hit, my team and I started asking ourselves how to keep our learning culture alive; how could we enhance our existing L&D programs and keep employees engaged and curious while working remotely? Here are some of our learnings, which will guide us as we think further about the L&D space in 2022.
First, rethink your onboarding process. Virtual onboarding can be a daunting experience for many, so it’s crucial to ensure the experience remains engaging, effective, and inclusive as it would be in a physical setting. Google’s onboarding program is the cornerstone of our workplace culture. When new employees (‘Nooglers’ as we call them) started joining remotely, we had to quickly figure out how best to communicate with them about our company culture and values via a computer screen. We partnered with 30 teams to brainstorm what Nooglers would need to succeed and create an onboarding experience that was globally consistent and equitable for all. Together, we were able to redesign our virtual onboarding program in six months when it would’ve previously taken more than a year. This decision to come as a working group proved effective, and we were glad it paid off when we received positive feedback from our Noogler community.
Second, help managers develop their leadership skills. People managers play a vital role in ensuring their teams transition smoothly to a new working environment. Still, it’s not always easy managing a team while working apart. We developed various bite-sized videos and content to set managers up for success, including topics like setting clear expectations, supporting team members’ well-being, and building soft skills needed to maintain a strong team connection. We also created virtual forums and safe spaces for managers to openly share their leadership experiences with other managers and learn from each other. We learned that such initiatives go a long way in making managers feel supported and engaged.
Third, focus on connections and community. While nothing can replace human interaction, organizations can use learning opportunities to foster a sense of belonging among employees. During our pre-pandemic office operations, we offer Googler 2 Googler classes (g2g), our peer-to-peer learning program where Googlers share knowledge or skills about a topic with others – from Python coding to parenting to many more. Keeping this vibrant learning culture going was essential, so we quickly pivoted and introduced a virtual version of the program, encouraging Googlers to continue teaching or learning from their peers. We saw an uptick of Googlers taking on these opportunities during the pandemic, with many attending sessions from different regions, allowing them to build new connections within the organization. We saw this opportunity to continue using various platforms for employees to come together and explore ways to be more helpful to one another.
Fourth, keep your employees curious. Even as we work remotely, we shouldn’t deprioritize our employees’ learning and development opportunities. We continue to offer opportunities for Googlers to learn and stay curious. For instance, Googlers can take on a 20% project, dedicating 20% of their time to work on a different project or team. They can also consider Bungee, where they take on a new role in a different department for six to nine months. Research has shown that 70% of learning is experiential, and these opportunities provide them the freedom to experiment, develop new skills and experiences.
Finally, invest in future talents. In India, the adoption of digital in this pandemic has been unprecedented, and increasingly, companies are tapping into this momentum. Today’s workforce is evolving, and there is a widespread demand for digitally-skilled resources. To that end, Google invests in initiatives that help develop a talent pipeline for tech-related roles and nurture future developer talent. Google Career Certificates is one such initiative to bridge the digital skills gap between job seekers and employers. We’ve recently strengthened the program in India with 100,000 scholarships and a cohort of companies that will recognize these for their resource requirements. DigiPivot is another initiative that trains women in digital marketing to open up more opportunities to pivot into the tech sector or gain new skills as they widen their skill sets.
As leaders, we are responsible for building a culture that fosters continuous learning, agility, and innovation within our organizations and externally. Together, we can maximize the potential that digital technology has to offer. If more companies can dedicate time to learning a part of their culture, we will keep our workforce relevant. By investing in the learning of our communities externally, we enable and empower future leaders and talent. As we embrace this new hybrid working environment in 2022, we have a unique opportunity to be intentional, build together, and establish organizational norms that create belonging for all.
[author title=”” image=”http://”]Authored by Geeta Singh, Director, People Development, Google[/author]
