Organizational learning strategy is important, especially during the growth periods of a company, or when new technology or new techniques within an industry are adopted. Organizational learning has proven itself to be one of the most efficient ways for an entire company, a division or a team to adopt a wide range of new polls, tactics and concepts to allow for growth and improvement. When compared to traditional learning techniques, or classrooms, individual learning schedules and other techniques are employed, organizational learning has proven itself to be far more efficient and effective overall, while costing less time and money among other resources. But, when working out organizational learning strategy, there’s one thing above all that must be considered. Setting clear goals, as with all things, is paramount importance. When doing training needs assessment, or planning out how organizational learning will be distributed, and ultimately figuring out what the final result in goal should be, clear and present goals for each and every step, as well as an ultimate goal, are important to your strategy. The first step is to create an effective organizational learning strategy for each member of the organization, from the top executive to the entry level staff. The learning strategy should address direct job-related learning as well as professional development and general education goals. In order to set job-related training goals, you need to examine employee skills and competencies needs. The most important aspect of organizational learning strategy should be making sure the employee has, and is expanding, the skills and knowledge they need to do their job effectively. The strategy should address in detail what kind of training is required to improve or develop particular job skills and knowledge, and that includes where and how it can be achieved and in how long a time period. To put in differently, create a set of clear objectives. Sometimes a competency matrix is used to describe the skill needs of a position and the current skill levels of an associate in order to do a gap assessment. However, it’s critical; that employees should never be made to feel that they are deficient or lacking; the focus should be on improvement and getting better. Organizational culture plays an important role. If learning and improvement are valued across the organization, then associates will be more likely to view their assessment and learning plan in a positive light. Such is the case with organizational learning, or series of smaller goals can add up to a larger, more collective achievement. Without clear set goals, it is impossible to determine whether are not shore individuals, teams and organizations are in fact reaching the levels of training and learning necessary in order to achieve the new level of productivity for which the training is intended. Organizational learning without an organizational learning strategy is doomed from the start, as with anything, without goals, no progress can be made, and the point is ultimately defeated. Always set goals, and as a leader, this should be an a priori precept in one’s professional life. Readers who are interested in organizational learning also check out this great read on how to develop organizational development training strategies.