Creating a vibrant and supportive culture within a Registered Training Organisation (RTO) is about fostering learning and staff contentment and also about building the foundation for business success.
A positive culture cultivates an environment where employees thrive. This results in the satisfaction and dedication they bring to their roles. As this satisfaction permeates every aspect of the RTO, it directly translates into improved student experiences and outcomes. This ripple effect extends to market demand, driving up the appeal of your courses and ultimately boosting profitability.
When the culture within an RTO turns sour, the consequences can also be far-reaching yet this time they are detrimental. A negative culture breeds discontent among staff, leading to decreased morale, motivation, and productivity. This, in turn, adversely affects the quality of education and support provided to students. As dissatisfaction spreads, it tarnishes the reputation of the RTO, leading to a decline in enrolment and revenue.
It’s not a good look or feel. So often though I feel it when I walk in the door to undertake training, an audit or assist with compliance.
The toxic culture may also foster conflicts, resistance to change, and high staff turnover, exacerbating the RTO’s challenges and jeopardizing its sustainability and relevance in the competitive training arena.
Therefore, recognising and addressing signs of a deteriorating culture within an RTO is crucial to prevent further damage and facilitate a turnaround toward a more positive and constructive environment.
Where does the RTO CEO start?
Even when an RTO has a documented framework detailing the mission, vision, and goals, underneath lies an elusive entity – the ‘unwritten’ culture. This intangible aspect is the deeply entrenched beliefs regarding the rationale behind operational actions. I often describe it to clients as the golden spiders web thread. The thread so fine that no one can see it, yet they can feel it; when it’s there, and when it’s broken.
When you suspect the culture is broken, start small. Don’t try to change the world. Spend the first 6 months building relationships and getting to know the truths of the workplace. Being heavy handed is not going to achieve anything more than further resignations.
Start by asking critical questions:
- How do we define our organisational culture currently?
- What are its strengths and weaknesses?
- What cultural shifts are necessary to remain competitive?
- Which systems, structures, processes, and behaviours require adjustment to drive desired cultural change?
- How can culture changes facilitate specific organisational goals?
A positive RTO culture is characterised by an environment that fosters trust, collaboration, and innovation. It cultivates a thriving workplace where individuals can reach their full potential, driving organisational success and sustainability.
How can other RTO leaders assist?
Firstly, leaders must have a clear understanding of the type of culture they aim to cultivate within the RTO. Whether it’s fostering innovation, prioritising collaboration, or promoting diversity and inclusion, having a well-defined vision of the desired culture is essential.
Once the desired culture is identified, leaders must embody the values they advocate for. They serve as role models for employees and students alike, setting the tone for acceptable behaviours and attitudes within the organisation. Consistency between values and actual behaviours is crucial for building trust and credibility.
In their interactions with both employees and students, leaders must exhibit open and positive behaviours that allows empathy, and fairness. Open communication fosters trust and ensures that everyone is well-informed and aligned with the organisational goals and objectives.
To foster a conscious organisational culture within your RTO, consider the following principles:
- Lead by Example: Demonstrate honesty, accountability, and transparency in your actions and interactions, setting the standard for others to follow.
- Cultivate a Culture of Care: Value individuals’ contributions and treat them with dignity and respect, fostering a sense of belonging and mutual support.
- Foster Loyalty: Recognise and appreciate employees’ efforts, ensuring fairness and equity in all dealings.
- Embrace Equality: Treat all members of the organisation fairly and impartially, regardless of their position or rank.
Embrace a culture of accountability, allow mistakes to serve as learnings and a catalyst for positive change. As a leader, this also involves owning up to mistakes and openly sharing the subsequent personal growth. This approach is incremental, yet very effective.
Employee engagement
Achieving 100% employee engagement requires a deliberate approach. Initiate open dialogues to understand employees’ needs and aspirations. Develop an organisational culture aligned with these needs, offering opportunities for growth, recognition, and well-being.
Encourage collaboration and teamwork among staff members by creating opportunities for open communication, idea sharing, and mutual support. Celebrate team achievements to foster camaraderie and a sense of collective accomplishment.
Acknowledge and reward employees for their contributions and achievements to boost morale, motivation, and engagement. Celebrating successes and milestones through verbal praise, awards, or other forms of recognition reinforces a positive culture within the RTO.
While benefits such as educational opportunities and remote work options contribute to engagement, it’s crucial to embed engagement practices throughout the employee lifecycle, from on-boarding to off-boarding.
Support the whole workforce by create a culture where existing leaders provide guidance in setting boundaries and mentoring the next generation of leaders. This nurturing environment, where such mentorship is an implicit expectation, is vital for the organisation’s growth and development.
The most significant mistake is to overlook the importance of defining organisational values or assume that they are self-evident. Articulating and reinforcing organisational values are crucial for shaping a positive culture aligned with the RTO’s mission, fostering employee engagement, and driving organisational success.
In summary, the significance of culture within an RTO cannot be overstated. It serves as the foundation upon which all aspects of the organisation thrive, from employee engagement and student satisfaction to market competitiveness and financial success. By implementing these strategies, RTOs can create a positive culture that fosters collaboration, innovation, and continuous improvement, ultimately enhancing the learning experience for students and the overall success of the organisation.
Therefore, investing time and resources in cultivating a positive culture is not just beneficial but essential for the long-term prosperity of the RTO.
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