The dynamics of learning and development in today’s organisations, particularly within Global Capability Centers (GCCs), have undergone a significant shift. While reflecting on this evolution, two key themes are drawing special attention: the diversity of workforce generations and the movement from a “training” mindset to a “learning” mindset. These changes are crucial to understanding how we can better shape learning programs and foster stronger retention in GCCs.

Generational Diversity and The Learning Mindset

First, one must recognise the varied generational backgrounds present in organisations today, whether in the GCC or elsewhere. This generational diversity influences how learning is perceived, delivered, and received. Younger employees may seek more tech-enabled and on-demand learning, while others prefer structured, formal programs.

Balancing these needs is critical for creating programs that effectively engage everyone.

The second shift we’re witnessing is perhaps even more fundamental: the move away from a training mindset to a learning mindset. Training tends to be rigid and top-down, whereas a learning mindset is flexible, continuous, and adaptive. This shift is key to GCCs because learning is no longer confined to a classroom or restricted by predefined outcomes. Instead, it’s about empowering individuals to drive their learning journeys—making them proactive learners rather than passive recipients of information.

The Individual’s Role in Learning

When discussing learning, retention, or the design of learning programs, one must consider the most critical stakeholder—the individual. Often overlooked, the individual learner’s intent, style, and preferences are central to the success of any learning initiative.

At Greyamp, we have seen that learning today must be accessible anywhere, at any time, and most importantly, purposeful and personalised. With the rise of microlearning and individualised learning paths, employees have more opportunities than ever to tailor their learning experiences. AI and digital tools have enabled this transition, but it’s important to remember that technology is only part of the solution. The core issue lies in developing “learnability.”

Focus On Learnability

In today’s fast-evolving landscape, no one can predict what skills will be required tomorrow. Technology and business models are changing at a pace we’ve never seen before, and traditional training cannot keep up. We cannot fire and hire employees every time the landscape shifts, so we need to foster the ability to learn new skills, not just impart existing ones.

An organisation should focus on developing learnability as a core competency. Once employees are empowered with the ability to learn new skills, they tend to leave for better opportunities, but a company can foster building a community that makes them stay.

Building Communities of Practice

People stay not just for the organisation but for the community within it. While organisations can offer learning programs, a culture that encourages peer support, collaboration, and knowledge-sharing is what truly retains people. People stay for their colleagues, peers, and the community that forms around them.

Traditionally, organisations have used a centralised approach to learning, often led by a Center of Excellence (CoE). While this approach has merit, we are shifting towards a “community of practice” model, which is far more inclusive and decentralised. In this model, learning is democratised and owned by everyone in the organisation. It becomes a collective responsibility rather than something driven by a few experts in a CoE.

By building these communities of practice within GCCs, we create an environment where learning is continuous, shared, and deeply embedded in the organization’s culture. When learning becomes a part of the community, retention improves because people feel connected to their peers and their professional growth in ways that a top-down approach simply cannot replicate.

The future of learning in GCCs lies in embracing the generational diversity of the workforce, fostering a learning mindset over a training mindset, developing the learnability of individuals, and, most importantly, cultivating communities of practice. Organizations that can successfully implement these strategies will not only attract top talent but also retain them by offering an environment that is fulfilling, collaborative, and forward-thinking.

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As GCCs evolve from cost centres to value creators, learning will be at the heart of this transformation. It’s not just about keeping up with the rapid pace of change but about preparing your workforce to thrive in it.

Views expressed by Preethi Madhu, Director, Greyamp