When Kendra Grant’s team was charged with designing and delivering learning experiences for 90,000 Walmart Canada associates, she knew as a senior learning-and-design director that the landscape of corporate learning needs was constantly changing. “Over time,” says Grant, now the principal of her own L&D practice, “we acknowledged that many of the problems we saw such as lack of engagement and lack of retention were a result of the design process and not the fault of the learners.”

If you are in a leadership role in your organization, you more than likely share this problem. Technology and society are driving changes faster than your people can adapt. According to the OECD, 1.1 billion jobs will be disrupted in the next five years. Employees the world over require upskilling (learning to improve current work) and reskilling (learning to do new types of work). Some organizations are heeding the signs and investing heavily in learning and development: Walmart, for example, is investing $1 billion into reskilling its workforce, and McDonald’s has spent $165 million over the past eight years to prepare 72,000 employees for upward mobility. The Association for Talent Development’s most recent study found the average organization spends almost $1,300 per employee on professional learning. Microsoft’s CEO, Satya Nadella, exhorts everyone to be a “learn-it-all.”

Workers of today need to prepare for what they’ll be doing tomorrow. But how can they adapt effectively if their work is changing in real time? What skills can they learn now that will support them in the face of a volatile and ambiguous future? And how can their employers support them?

There’s a simple but not easy answer to all of these questions. Employers have to help employees become expert learners — people with the will to learn, the skill to do it effectively, and the ability to apply that learning in ways that positively impact their performance and that of their teams.

Still Wearing Blinders

Traditionally, learning within organizations has been driven by a single department. In a general attempt to motivate and support employee development, the learning-and-development team — which sometimes consists of just one person — acts as an order filler for operations managers and leadership, providing formal learning support, such as classroom training and online modules. Frequently, these efforts are augmented by tuition assistance for degree and certificate programs at institutes of higher education. In recent years, companies have created digital “learning-management systems” or “learning-experience platforms” that offer a Netflix-style menu of learning content that employees can access on-demand and at their own pace.

Unfortunately, however, these approaches to employee learning are not up today’s challenge, for a few reasons:

A day late and a dollar short. Content creation lags significantly behind the need for that content, making the content available less relevant to current needs. Also, when an employee needs new knowledge and skills now, a course next month isn’t helpful.

One-size-fits-none. Every learner is unique, with varied strengths, experiences, and challenges. Every learner works in different contexts, thus requiring greater personalization to support meaningful learning and improvement.

A lack of support for application. Pushing out content can impart new information, but developing effective skills requires coaching, reinforcement, and opportunities for safe, authentic practice.

A cultural disconnect. Leaders can say they value learning, but according to Deloitte, workers actually have less than 1% of their time available for learning. Further, learning can be messy, because it requires that people try new things and make mistakes. If an organization punishes people for those mistakes, as some do, people will shy away from learning.

Learner experience and identity. Not everyone thinks of themselves as a lifelong learner, nor do they all have the skills to learn and apply learning effectively. Further, biases in development programs may reinforce the notion that only some people are capable of learning and therefore worth the investment. This bias is communicated to workers.

There Is a Solution

We need to address these barriers to learning in order to meet the challenges of today and the future. Learning, after all, is what enables people to adapt to change and even become drivers of change. But, as Matthew Daniel has recently noted on the Chief Learning Officer website, even if people want to learn they may not know what to learn — or how to learn.

Expert learning requires two key conditions. The first is context. People need the time and space to learn. They need timely, actionable feedback; opportunities for collaboration; and just-in-time support to convert new knowledge and skills into measurable performance improvement. Then there’s capacity. Each person has talents, strengths, interests, challenges, and experiences that influence how they engage with, make sense of, and apply new knowledge and skills. We can’t assume everyone has developed the requisite learning skills and behaviors, and we can’t effectively gauge learning capacity in advance. However, we can help all people become expert learners, by providing them with options to learn and apply key learning behaviors rooted in a framework known as the Universal Design for Learning.

UDL, as it’s often called, was first devised in the 1990s by researchers and clinicians at the nonprofit learning organization CAST, Inc., under the direction of the neuropsychologist David Rose, of the Harvard Graduate School of Education. Today it’s endorsed in federal education legislation as a means for supporting inclusive, impactful learning for all learners. That includes workforce preparation and training. In essence, UDL helps us embrace the differences between learners — their variability in strengths, interests, attitudes, cultures, and more — by setting firm, challenging goals and allowing for flexible pathways to meet those goals.

When employing UDL in creating learning experiences, you’re encouraged to think of learning as a set of behaviors and skills that exist on a continuum from novice to expert. Novice learning is primarily guided by external forces: Novices learn what they’re told, when they’re told, for the reasons given to them. They are the type of learners whom top-down, one-size-fits-all training was meant to serve. A distinct step above the novice level is self-directed learning, where learners take the initiative for their own learning, making decisions about what, when, and how to learn.

Expert learning takes things to another level, by adding in specific learning skills and a focus on strategic performance improvement. Expert learners have the will and skill to learn, can identify ways to leverage that learning into impact, and are always looking for new challenges and ways to improve their skills. They are the learners best able to adapt to the rapidly changing modern workplace.

How Expert Learners Improve Outcomes

Building a strong learning culture that focuses on capacity and context can give companies a strategic advantage. Let’s consider why.

First, employees who are skilled learners can more readily innovate, for what is innovation if not the learning how to solve a problem in a new way? A person focused on continuous improvement rarely settles for “We’ve always done it this way.” Expert learners can identify emerging knowledge and skill needs and generate new knowledge to meet those needs.

Next, learning fuels employee engagement. Employer-supported learning is a key driver of retention, particularly when learning is visibly linked to employee development — that is, upward mobility. Creating a culture that supports people to learn and own their improvement makes improvement a common cause between the employees and the organization. Further, a visible emphasis on learning can be key to attracting new talent, with Gen Z and Millennial workers citing learning and upward mobility as key motivators in selecting job opportunities.

Finally, investing in learning is just that: an investment. According to Gallup, companies that invest in employee development increase profitability by 11%.

Building a Culture of Expert Learners

Building a culture of expert learning is a complex undertaking. There are, however, some foundational practices, aligned with UDL, that leaders and teams can engage in as they work to develop support an expert learning culture.

Adopt a learning philosophy and stick to it.

A learning philosophy is a codification of what the organization believes about learning, including its value, the responsibilities of each person related to learning, and the methods by which the organization will support its employees to learn and improve.

Consider the philosophy of the United States Marine Corps, where learning is literally a survival skill. In 2020, the USMC published Marine Corps Doctrinal Publication 7: Learning, or the MCDP 7, which tells all Marines, from the lowest-ranking enlisted member to the commandant, that they have a professional responsibility to learn. It also lays out the necessary conditions for learning, requiring each Marine to contribute to and leverage those conditions. All Marines are told they can’t rely on a training department of some sort but instead have to define and own their roles as learners. “Continuous learning is essential,” USMC Commandant Gen. D.H. Berger writes in the MCDP-7, “… because it enables Marines to quickly recognize changing conditions in the battlespace, adapt, and make timely decisions against a thinking enemy.”

Audit your culture for barriers to learning.

With your learning philosophy in place, make sure the collective behaviors, practices, and systems of your organization — and particularly the behaviors of your leaders — model and support the tenets of that philosophy. Examine what learning currently looks like in your organization and begin addressing common barriers. Provide time and resources for learning and regularly reinforcing the value of learning. Incentivize experimentation, collaboration, and knowledge-sharing. Promote team learning over individual knowledge-hoarding. Link learning to development by creating clear pathways for skill development and promotion. And enlist frontline employees and managers to more quickly identify learning needs and potential solutions.

Be flexible.

To act like expert learners, particularly in selecting and strategically applying learning, people need flexibility in when and how they learn. New approaches, such as learner-cluster design and the modern-learning–ecosystem framework, acknowledge variability among learners, providing them options that best suit their learning needs, and close the gap between formal learning and where learning happens most — on the job.

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Change is constant, and the need for adaptability extends beyond leaders to every level of the organization. When employees own their improvement, they can better anticipate, communicate, and meet their upskilling and reskilling needs. As Kendra Grant pointed out in describing her work with Walmart, many barriers to improvement that are thought to be internal to learners are really external — they’re flaws in the design. UDL helps us focus on what works for people rather than on what’s not working in them. By providing the right context and supporting capacity, we can make expert learning become the skill that fills the skills gap.

In this article, we will explore effective strategies for small business owners to identify and address quiet quitters in the workplace, fostering a more engaged and motivated team.

1. Recognizing the Signs

Identifying quiet quitters requires attentiveness to subtle cues. Look for signs such as a decline in productivity, missed deadlines, decreased enthusiasm, reduced collaboration, or a general lack of initiative. Paying attention to these indicators can help you pinpoint employees who may be disengaged and in need of support.

2. Promote Open Communication

Establishing a culture of open communication is crucial to addressing disengagement. Encourage regular one-on-one meetings with employees, providing a safe and non-judgmental space for them to share their concerns, challenges, and aspirations. Actively listen to their feedback, ask for suggestions, and demonstrate a genuine interest in their professional growth and well-being.

3. Conduct Stay Interviews

Similar to exit interviews, stay interviews are conducted to understand the motivations and concerns of current employees. These interviews can help uncover any underlying issues or dissatisfactions that may contribute to disengagement. By proactively addressing concerns, you can prevent talented individuals from becoming quiet quitters and potentially losing them to the competition.

4. Set Clear Goals and Expectations

Quiet quitters may arise when employees lack a clear understanding of their roles, responsibilities, and performance expectations. Establish clear goals and communicate them effectively. Provide clarity regarding job requirements, performance metrics, and growth opportunities. This clarity empowers employees and reduces the likelihood of disengagement.

5. Foster a Positive Work Environment

A positive work environment plays a pivotal role in retaining engaged employees. Encourage teamwork, recognize and celebrate achievements, and create opportunities for social interaction among team members. Consider implementing flexible work arrangements, wellness initiatives, or employee engagement activities that promote work-life balance and overall job satisfaction.

6. Provide Constructive Feedback and Recognition

Regularly provide feedback to employees, both in terms of constructive criticism and recognition of their accomplishments. Constructive feedback helps individuals understand areas for improvement, while recognition acknowledges their contributions and boosts morale. This balanced approach shows that you value their work and are invested in their success.

7. Implement Recognition and Rewards Programs

In addition to providing regular feedback, implementing recognition and rewards programs can boost employee engagement. Create a system that acknowledges exceptional performance, celebrates achievements, and rewards employees for their contributions. This recognition not only increases motivation but also fosters a sense of appreciation and loyalty.

8. Offer Professional Development Opportunities

Employees often feel demotivated when they perceive a lack of growth opportunities within the organization. Provide avenues for skill development, training programs, mentorship, or even cross-functional projects. Demonstrating your investment in their professional growth can reignite their enthusiasm and commitment to the business.

9. Lead by Example

As a small business owner, your actions and behavior set the tone for the entire team. Lead by example by demonstrating a strong work ethic, passion, and dedication. Show that you value work-life balance and prioritize employee well-being. Your leadership style can inspire and motivate employees to actively engage in their work.

10. Create Opportunities for Skill Utilization

Employees may become disengaged if they feel their skills and talents are underutilized. Regularly assess the strengths and abilities of your team members and provide opportunities for them to utilize and develop their skills. Assign challenging projects, encourage cross-training, or delegate responsibilities that align with their expertise and interests.

Conclusion

Addressing disengagement among employees is crucial for small business owners who aim to maintain a motivated and high-performing team. By recognizing the signs, promoting open communication, conducting stay interviews, offering professional development opportunities, fostering a positive work environment, providing constructive feedback and recognition, setting clear goals and expectations, leading by example, creating opportunities for skill utilization, and implementing recognition and rewards programs, you can effectively address quiet quitters and nurture a culture of engagement within your small business.

Remember, an engaged workforce is not only more productive but also contributes significantly to the long-term success and growth of your business.

As physicians, it is all too obvious to us that women’s health in the United States is in a state of crisis. Compared to other high-income countries, women of reproductive age in the United States have the highest rates of pregnancy-related death, preventable death, chronic health conditions, and mental health care needs. They are more likely to die during childbirth than their mothers, and the Supreme Court’s anticipated reversal of Roe v Wade will likely further increase pregnancy-related deaths.

Even more staggering are the inequities: Black women are three times more likely to die during pregnancy, regardless of education or income. The costs of health care are also burdensome, with women delaying care due to cost and suffering financial hardship due to medical bills, even if they have private health insurance.

These poor outcomes negatively affect society and the workplace. When faced with the challenges of navigating work and family without adequate support to do so, many women simply opt to leave the workforce. This attrition results in decreased diversity, lost talent, and less productivity. The Covid-19 pandemic only exacerbated these trends. Between 2020 and 2022, 1.1 million women left the workforce, accounting for 63% of jobs lost during the pandemic. While many are gradually rejoining the labor force, many — especially mothers — are choosing not to return.

Employers can take action today to combat these challenges. Investment in women’s health results in a healthier population overall. Companies that offer comprehensive support for women’s health have higher productivity, better retention of female employees, and most importantly, they help improve health outcomes for women.

Women’s Health Is a National Priority

At a national level, recognition of these poor outcomes in the United States has led to new efforts to improve them. In December 2021, the White House made a call to action to reduce maternal mortality and morbidity. This effort included a $3 billion investment in maternal health, encouraged states to increase Medicaid postpartum coverage from 60 days to 12 months, and established a “Birthing Friendly” designation for hospitals that take steps to improve maternity care. The Centers for Disease Control and Prevention (CDC) currently funds perinatal quality collaboratives that convene a variety of stakeholders to improve the safety and patient-centeredness of maternity care. The National Institutes of Health — whose 27 individual institutes strikingly does not include one dedicated to women’s health — recently announced new funding for research into improved maternal health diagnostics.

The private sector has not kept pace with these advances. Women account for more than half of the national workforce, and most obtain health insurance through their employer. These plans, however, often impose serious financial barriers for essential health care services.

While the Affordable Care Act requires private plans to cover many preventive services, such as prenatal visits and mammograms, other essential services are not covered, such as genetic screening and prescription medications during pregnancy, hospitalization for childbirth, and diagnostic testing after an abnormal mammogram or pap smear. This is in stark contrast to Medicaid plans, where the amount that patients have to spend out of pocket for these services is exceedingly low. Unfortunately, these gaps in coverage are often most detrimental to employees living on lower incomes and those in marginalized racial-ethnic groups.

Employers are powerfully positioned to advance women’s health in the United States. There are several ways in which they can support women and in doing so, ultimately create a healthier society.

1. Provide better health insurance.

Currently, even among women with private health insurance, 98% of new moms in the United States are left with thousands of dollars of out-of-pocket costs after childbirth as the result of “low cost,” high-deductible insurance plans. In fact, more than half of women with private insurance change their plan around the time of childbirth to seek savings. When employers try to maximize the aggregate value of insurance plans, critical gaps still exist at the individual level.

Therefore, it is essential for employers to seek comprehensive insurance plans that include coverage for pregnancy, childbirth, and postpartum care without high deductibles, co-pays, or out-of-pocket costs. These plans should also cover crucial mental health services, including treatment for substance-use disorders, and evidence-based management of chronic conditions across women’s lifespans. Women must have a seat at any table where insurance plan benefit design tradeoffs are being decided.

Since health care payers are sensitive to market pressures, demands by purchasers for high-quality women’s health insurance coverage will drive market change within the health care delivery system. This should not be seen as a short-term expense, but rather, as a long-term investment.

Employers’ comprehensive insurance plans should include access to safe abortion, which unequivocally saves lives, helps people achieve their life goals, and is an essential part of comprehensive health care. However, if the Supreme Court overturns Roe v Wade, as a leaked draft opinion suggests it may do, abortion will become illegal in at least 13 states with trigger laws, and other states are also likely to restrict abortion access.

Multiple companies have therefore pledged to reimburse travel and lodging expenses for employees seeking abortion services, since many may soon have to travel out of state. Should access to safe abortion become restricted, such corporate provisions, alongside insurance coverage for abortion care itself, will become increasingly important to foster access to the full scope of health care and avoid deleterious effects on employee retention and recruitment. Employers unable to cover costs of travel or treatment can protect safe abortion access by providing paid medical leave as some have done.

2. Provide paid parental leave.

The United States is the only high-income country without national paid parental leave. Lack of paid leave means that pregnant and postpartum people take less time off work, which is associated with increased birth complications and worse maternal and infant health.

Paid leave doesn’t just benefit maternal and infant health; it benefits everyone. A recent study compared companies in states that have enacted paid parental leave with those that haven’t. It found that in the states with paid leave, performance rose by 1%, productivity rose by 5%, and employee turnover decreased. What’s more, longer paid parental leave keeps more women in the workforce. Companies that have begun to invest in paid parental leave are already reaping rewards.

3. Redesign the workplace to support women.

Women face many barriers and stigmas around basic health and wellness in the workplace. A 2020 survey study found that only 10% of new mothers had designated breaks to support breastfeeding, and only 17% had support from supervisors or coworkers. Support for preventative health appointments, childcare, and mental health is often lacking as well.

With input from women employees, employers need to design a workplace that supports positive health behaviors and recognizes that women often shoulder an unequal burden of caregiving at home. Many have begun to reimagine the workplace as one that includes on-site subsidized childcare, spaces for pumping breaks and breastfeeding, and flexible work-hour arrangements to accommodate appointments and caregiving responsibilities.

Resources and guides are available to make these changes. By intentionally integrating support into the workplace itself, companies are more likely to retain talent and improve the employees’ health, wellness, engagement, and productivity.

In a social and political environment that sees growing threats to women’s health and autonomy, the steps outlined above represent ways for corporate leaders to make women’s health a priority. The moral case is obvious, but the business case is just as strong. By investing in comprehensive support for women’s health, companies can improve productivity, realize their employees’ full potential, and reverse the troubling health outcome trends that continue to unfold in the United States.