Changing how we learn at work.
Astra Zeneca wanted to change the way their employees saw learning within the business. As a scientific-organisation, they wanted to make sure their teams were always learning, rather than relying on distinct and formal learning programmes.
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Challenge
Can we change how an organisation works day-to-day?
Astra Zeneca wanted to communicate to their workforce that learning can be considered an everyday experience, rather than something that takes place in formal structured sessions away from daily tasks.
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However, this shift in perspective can only go so far. To recognise and act on daily opportunities to learn more effectively - from peers, meetings and other interactions - requires a deeper understanding of what drives our motivation and ability to learn, and a focus on targeted behaviour change.
Solution
Making learning traits salient, aspirational and accessible to all.
Working with a specialist employee engagement consulting firm, we designed and delivered a field experience (RCT) within the organisation. We conceptualised three key behavioural traits associated with effective learning: curiosity, collaboration, and bravery.
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We designed a series of daily interventions (based on messaging delivered via work communication channels) that focused specifically on increasing the salience of each behavioural trait and increasing the participant’s sense of self-efficacy towards the trait.
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With a control group (receiving filler notifications) we then exposed our treatment group to these interventions over a four-week period (one week per specific trait, and one final week with mixed trait interventions). Measures were behavioural (recorded via dedicated app), self-efficacy related, and attitudinal. Participants (N=400) were selected from 20 global functions.
Results
We can learn to learn differently - with significant effects for the business and those who work within it.
Those within the treatment group recorded significantly higher levels of each behavioural trait (depending on exposure to specific trait interventions). Measures of ability and willingness to learn were also significantly higher, as were measures of potential for personal impact on the business. Respondents also reported high levels of engagement and enjoyment with the study.
The results were socialised extensively within the leadership team, leading to a number of presentations and contributions to wider senior events, including providing a keynote alongside the CEO and Chief Medical Officer at the annual OBU leadership conference.
The experiment was reported over a series of articles in The Training Journal and featured in articles with Raconteur and Financial Times. The project also secured an award from The Learning Awards in their prestigious Innovation category.