There’s a lively discussion in the CLO LinkedIn group about how to build trust in our organizations. It’s heartening to see how many people in the learning community have thought deeply about this issue.
And it makes sense, because as learning professionals, we exercise significant influence over the propagation of our organization’s culture. The learning experiences we facilitate for our coworkers speak not only of our own vision, but of that of the organization writ large. What are we communicating, and how does that communication promote trust?
- Are our materials current, reflecting accurately the situation in the field?
- Are our materials relevant, dealing with issues central to our colleagues?
- Are learners freed from line responsibility while in training, so they can concentrate on what they are learning?
- Is there followup to see how learners are faring in implementing new skills on the job?
- Are learners’ managers involved with the training process?
I could probably come up with a dozen more questions, all of which get to the extent to which our learning organizations demonstrate competence in our field, and respect for our learners. We can’t build trust without these elements. And who pays attention to training deemed untrustworthy? Who should?