People learned mostly on the job, as no day was ever the same in times of rapid growth. We had a budget for development, we participated in an incubator program, we visited conferences, but there were no formal programs. I wasn’t even aware of the fact we had an individual learning budget. I remember the first year, I was still pretty shy as a newbie. It was a matter of ‘find your manager, pitch your idea, and make that move’. But we didn’t really promote it as much as we do now. How would you describe the learning & development practices back then at WeTransfer?īack in the days, we did have a learning budget. People changed jobs and responsibilities all the time. Our focus was mainly on establishing our values, our ‘why’, and get our organizational structure in place. It was a lot more informal, and knowledge was often shared internally, and on the job. L&D wasn’t done in the way we currently approach it. As our success was growing, so was the urgency to prep ourselves for growth. What were the learning needs of the organization when you were less than 30 people?īack in the days, the needs were completely different from now.
So you’ve been with WeTransfer ever since it was a small start-up.
So for our first start-up story, enters Moniek.
#Wetransfer founded professional#
I was really lucky to have the chance to talk about her journey in WeTransfer, where she grew as a learning professional and where she had the opportunity to saw an organization’s journey from 20 people to 200 people. We were really curious when does it happen, who can step up and lead learning initiatives, and what’s the focus at first? I met Moniek through L&D Shakers, a new community gathering all learning professionals based in Amsterdam. At some point in the life of an organization, people feel the need for a Learning & Development team.