Towards Maturity’s 7 secrets of top performing L&D teams
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This document outlines 7 secrets of success for top learning companies based on a benchmark study of 2900 organizations and 4,500 learners. The 7 secrets are: 1) Align learning to business priorities, 2) Consider the context of busy staff, 3) Build confident and capable L&D teams, 4) Think differently about formal learning and performance support, 5) Don't take change for granted and involve all stakeholders, 6) Demonstrate the value of learning, and 7) Communicate constantly with stakeholders. Following these secrets can help learning departments be more successful, productive, agile and improve performance.
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Towards Maturity’s 7 secrets of top performing L&D teams
- 1. How to become a Top Learning Company 7 secrets of success Laura Overton Laura@towardsmaturity org lauraoverton First delivered 3rd October 2013 in conjunction with Images thanks to freedigitalphoto.net
- 2. www.towardsmaturity.org However you look at it today’s Learning Departments are under
- 3. www.towardsmaturity.org The way we respond to Is the Key to our Success
- 4. www.towardsmaturity.org When you think about a successful L&D function in today’s working climate, what comes to mind?
- 5. www.towardsmaturity.org Definition of Success: • Business Impact – Bottom line results • Staff Impact – Engagement – Motivation – Productivity • Learning Efficiency – Quality – Speed – Delivering more for less
- 6. www.towardsmaturity.org Benchmark Research 2900 organisations 4,500+ learners Why are some more successful than others?
- 7. www.towardsmaturity.org 7 SECRETS OF SUCCESS Walking the walk (not just talking the talk)
- 8. Benchmarking good practice TM Index More productivity agility performance
- 9. 9www.towardsmaturity.org improving the impact of learning technologies at work 9www.towardsmaturity.org 9 1 Align to business priorities • 3.5 x more likely to agree that they analyse the business problem before recommending a solution • 7x more likely to agree learning strategy allows for changing business priorities Only of organisations work with senior managers to identify business metrics to improve with learning
- 10. 10www.towardsmaturity.org improving the impact of learning technologies at work 10www.towardsmaturity.org 10 2 Consider Context of busy staff • 6.5 x more likely to be aware of how staff use social media • 21 x more likely to agree learning supports talent and recruitment
- 11. www.towardsmaturity.org Embracing technology As businesses and individuals embrace technology , so are successful learning teams: But embracing technology isn’t a secret of success!
- 12. 12www.towardsmaturity.org improving the impact of learning technologies at work 12www.towardsmaturity.org 12 3 Confident capable L&D teams – Confident- 6 x as likely to agree L&D are confident incorporating new media – Skilled = 17x to agree L&D staff have the right skills to design solutions that exploit learning technologies to business advantage – Open minded – 80% top companies agree L&D staff consider the ‘course’ as only one of many options for building skills and performance compared to 23% bottom quartile Characteristics of top performing L&D teams:
- 13. www.towardsmaturity.org 4 Think differently about formal learning 46x more likely to train trainers to use technology to extend learning beyond the class
- 14. 14www.towardsmaturity.org improving the impact of learning technologies at work 14www.towardsmaturity.org 14 Think differently about performance support • Enhance performance at the point of need: x more likely to offer staff access to job aids online or via mobile x more likely to use defined performance support practices to support learning transfer after formal training
- 15. www.towardsmaturity.org 5 Don’t take change for grantedAll stakeholders are important • Business leaders • Learners • Finance/HR/IT But managers hold the key to success
- 16. www.towardsmaturity.org of top learning companies provide line managers with resources to help their teams make the most of online learning Compared to of bottom quartile companies
- 17. 17www.towardsmaturity.org improving the impact of learning technologies at work 17www.towardsmaturity.org 17 6 Demonstrate value • 7x more likely to report against targets agreed for learning • 10 x more likely to communicate successes Only of organisations work with senior managers to identify business metrics to improve with learning - But less than half go back to see how learning has improved
- 18. 18www.towardsmaturity.org improving the impact of learning technologies at work 18www.towardsmaturity.org 18 7 Communicate constantly Top learning companies are as likely to have a communications plan in place for all stakeholders
- 19. 19www.towardsmaturity.org improving the impact of learning technologies at work 19www.towardsmaturity.org 19 A checklist for success Align to business priorities Consider Context Build capable confident L&D teams Be open to think differently about learning Don’t take change for granted Demonstrate value Communicate constantly
- 20. 20www.towardsmaturity.org improving the impact of learning technologies at work 20www.towardsmaturity.org 20 Top learning companies – the secrets of success www.towardsmaturity.org/ 2013benchmark Lauraoverton Towardsmaturity New Learning Benchmarksn Benchmark today – contact us :
Hinweis der Redaktion
- © Copyright Towards Maturity 2010All rights reserved. No part of this material protected by this copyright may be reproduced or utilised in any form, or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without prior authorisation.
- Since our first Report – Linking Learning to Business , our definitions of success are linked more to output than to inputs
- This session draws on the 2012-13 benchmark research www.towardsmaturity.org/2012benchmark
- How do we move from talk to action
- Investing in maturityOver the years the benchmark study has identified 6 work-steams that consistently correlate back to delivering business impact and staff impact for organisations.2900 organisations have now been through the TM benchmark from across the private, public and not for profit sectors and we have found that the work streams influence results regardless of sector.In 2010 we have used organisation’s feedback on where they stand against previously identified best practice to compile a new Towards Maturity Indicator – a single benchmark figure which gives a measure of an organisation’s implementation performance against the 6 implementation workstreams.The Towards Maturity Indicator gives a composite index measure on a scale of 1-100 to provide a single measure to benchmark your organisations implementation maturity.The new TM indicator allows us to compare the results and behavior of those in the top quartile of best practice with the averages across the sample to understand how implementation behavior influences results.So do these practices deliver?Some are more successful than others because they do more of these things!The TM Index allows us to compare the results and behaviour of those in the top quartile of best practice with the averages across the sample to understand how implementation behaviour influences results. The TMI was first defined in 2010 now over 1000 organisations have a TMIIn 2012, we found that those in the top quartile of implementation best practice (as identified by the TMI) were at least three times as likely to report the following benefits as those in the bottom quartile. Comply with new regulationsImprove induction processReduce time away from the jobReduce training costs7 times more likely to Improve staff motivationImprove talent/performance managementImprove employee engagementIncrease ability to tailor programme to needSpeed up application of learning