‘When People Become the Journey’: Leveraging Embedded Learning to Foster Empowerment and Organisational Enrichment

Wasanthi Stephen, Group Chief HR Officer at JXG (Janashakthi Group), explores how leveraging structured learning and integrated systems to drive continuous development enhances operational efficiency and growth across risk-regulated enterprises.

Q: What values and strategies foster agility and adaptability in a compliance driven industry?

A: Decentralised decision-making structures are paramount in fostering agility. When in place, regulatory responses proceed seamlessly and compliance committees act side by side with board processes.
Several other components reinforce a culture of agility. For example, as an emerging Sri Lankan financial conglomerate, JXG has incorporated an open and continuous feedback culture. From skip-level meetings to 360-degree reviews alongside our shareholders, we’ve established a system that encourages reflection to fuel agility. We also recognise the psychological value of creating a sense of safety in our workplace for everyone across our organisation to develop new ideas.

Q: What development strategies can a financial conglomerate leverage to ensure development happens across all levels while accommodating compliance?

A: The key is thoughtful strategy on multiple fronts. Balancing adaptability with accountability is vital. We believe in meticulous succession and long-term talent planning to identify candidates in advance for key roles and invest significantly in upskilling them.
Concurrently, we believe in building robust relationships with our regulators. Maintaining an ongoing dialogue with institutions like the Central Bank of Sri Lanka (CBSL), Securities and Exchange Commission of Sri Lanka (SEC), and Insurance Regulatory Commission of Sri Lanka (IRCSL), and participating in industry committees and training initiatives is critical.
Leveraging peer-based development and cross-functional exposure to develop collaborative leadership is another approach. For example, we pilot initiatives like the CEO Forum at JXG, a platform where all our CEOs meet to bring together diverse business insights on global trends.
Surveys, including the annual Great Place to Work®, and the internally collected Net Promoter Scores contribute to guiding improvement at JXG. Additionally, we maintain an expansive performance appraisal system that tracks key performance indicators (KPIs) across the entire organisation, including board-level validation, ensuring alignment and transparency.
From an HR standpoint, monitoring training impact through operational and strategic audits, payroll compliance, and SLA-based service evaluations compounds efforts. But ultimately, the force that allows us to consistently upskill is continuous learning.

Q: How important is it to foster a learning mindset and what is JXG’s approach?

A: An adaptive, improvement-focused mindset is essential. Learning should be embedded into a corporate’s ethos. At JXG, we implement a structured approach: 70% on-the-job learning, 20% peer learning, and 10% formal training and external conferences. We’ve partnered with universities, institutions, and both local and international experts to facilitate hands-on training, conference access, and mentorship. Subject experts across various domains have been identified as internal coaches across JXG. Counselling services are also available to nurture professional and interpersonal development.
A decentralized learning model helps teams not only develop but also reinforce a collaborative learning culture.
Typically, the training budget is one of the first to be cut if a company or the economy it operates in experiences a crisis. However, the reality is that people are the most important investment a corporate can make. At JXG, 18 hours of training per year is compulsory for all. We’re invested in upskilling everyone within the organisation, irrespective of designation.

Q: How do technology and embedded learning expand employee development opportunities?

A: Technology has always been an enabler in expanding and personalising employee development opportunities. It’s rapidly diversifying how we manage talent and employee engagement.
With the rise of AI use, companies recognize the inevitable need for it in driving efficiency and accuracy. Investing in AI-powered training support gives employees an advantage. JXG allows employees to request access for paid AI tools, depending on their work.
JXG has also adopted a layered approach to integrate both foundational systems and emerging tools into our learning ecosystem. For example, our Learning Management System (LMS) lets us track mandatory training while allowing self-paced learning and personal accountability. LinkedIn Learning , for example, facilitates self-directed upskilling.
Furthermore, we facilitate external expert-led sessions to ensure employees remain informed about new analytical tools to meet evolving work demands.

Q: How do you demonstrate ROI resulting from leveraging an effective learning culture?

A: ROI and impact can be assessed by linking learning initiatives to revenue performance. The results demonstrate how our initiatives translate into business returns.
Additionally, an agile leadership approach can drive efficiency and accelerate decision-making, improving overall operational responsiveness. While harder to quantify, it’s reflected in improved internal service ratings and greater employee and client engagement. When knowledge-sharing is embedded, it promotes scalable learning and amplifies opportunities for the wider team, consequently expanding the organisation’s scope and direction.

Q: What competencies will be critical for leaders in risk-regulated industries to foster continuous learning and adaptability?

A: Leadership, AI and digitalisation, and emotional intelligence. All three play key roles in navigating the digital age’s ethical, technological, and business dilemmas. Used wisely, they can harmonise diverse work cultures, aligning compensation structures, office environments, and internal development opportunities to ensure consistency and fairness. For leaders, these competencies are essential to secure organisational collaboration, resilience, and innovation.