Make it attractive and easy. One scientific company used a big central space in their new building as a meeting place and coffee lounge, with some alcoves where people could sit and chat and where scientific and trade magazines were prominent. Their architect was horrified by the loss of so much space but it was a 'physical website' where their people could have the benefit exchanging ideas and news, which could then develop into stimulating discussions.

Take it for granted that many of your people would like to know more about the business, its activities, processes, or the technical aspects which underlie it. One organisation I know runs 'drop in sessions' where regularly one of the organisation's technical or commercial people delivers a presentation for half an hour where anyone with the time to spare may attend. It provides a small 'brown bag lunch' and those who attend leave physically and mentally 'better-fed' knowing more about the business and the issues it may face.

 

Parents who are interested in their children's future ask them questions when they come home from school: 'What have you learnt today' is a common greeting, not always appreciated by the child, but it does show the parent's interest in learning, and when followed up by 'How can you use it?' shows their interest in the practicality of learning. When that is backed up by educational programmes, which parents can watch with their children, or the books they read or the questions asked during a long car journey, children realise that continuing learning is seen as important. As with children, so with apprentices, and junior managers: It should not stop there, the learning should be two-way – managers can learn surprising things from junior staff if they want to listen.

However small the company magazine is, even if only an A4 newssheet, there should be some mention of what people or the organisation have learnt and its importance. Use it as an opportunity to discuss what benefits staff feel it may have, whether formally or informally.

When there are new challenges or new aspects of work, make sure that the need for new knowledge and skills is brought out clearly and made known to all and that there is a programme for those involved to gain those skills. One of the leading UK retailers intended to move to a fundamentally different approach to ordering and stocking their supply chain. They made sure that those involved had thorough training in the new techniques before the project started they attributed the successful very complex implementation to that preparation and learning. They were subsequently able to use their new approach to other major changes.

Somewhere, someone in the organisation has the information you need or the answer your important question. We know the phrase 'reinventing the wheel' and it is sad that it happens too often. We send someone to attend training or a meeting and fail to record what was learnt, where it might be applied or who might be able to use it. The price of attending some conference or doing some research has to be a well-written summary, and a short presentation to those who could have a use for it. It should be followed, if appropriate, by a critical examination of the operational or commercial implications. You can nominate someone to keep up to date with each aspect likely to be important. Universities have libraries; all organisations need a record of what they know which can be quickly and widely accessed. Knowledge Management was a major topic and had much management attention about 12 years ago but as usual was pushed aside by other 'new management ideas'. It is worth reviving but without the hype.

Recognise learning

'Nothing succeeds like success'