Scaling a culture of learning and ownership
- Type
- Alongside leadership
- Role
- Strategic L&D consultant
- Duration
- 15 months
- Sector
- Belgian energy company
The energy sector was changing fast, and a large Belgian energy company knew technical training alone wouldn’t keep up. With the HR leadership team I designed and rolled out a company-wide learning strategy, so that people would take ownership of their own development.
What changed
- Employees taking charge of their own learning
- Managers leading development conversations themselves
- HR time redirected to strategic talent work
- A digital learning setup used across the company
What I did
People own their growth
We moved from central, HR-run training to learning people steer themselves, with employees and managers responsible for their own growth in line with what the business needed.
HR freed up
Taking HR out of day-to-day learning logistics freed up time for strategic talent work, and teams got more autonomy.
Tools for real reflection
Simple tools for 360° reflection that tied personal growth to team and business results, with guides and conversation frameworks for managers.
Self-service learning
A learning platform where employees found curated resources whenever they needed them, without going through HR.
Learning moved from HR to the people doing the work.
The messy version is fine. I’ll tell you honestly whether I can help.