Embracing Change: Building Performance for Business, Individuals and the L&D Team
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See the slides from the launch webinar of the 2015-16 Industry Benchmark Report, delivered by Laura Overton in the Learning and Skills Group Webinar on 5th November, 2015.
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Embracing Change: Building Performance for Business, Individuals and the L&D Team
- 1. Preparing for the future of learning Launch of the 2015-16 Towards Maturity Industry Benchmark Report All content © 2015 Towards Maturity CIC Ltd. Not to be distributed or copied. LauraOverton TowardsMaturity #BeTheBest15
- 4. What is the role of L&D in all this change?
- 5. Demographics: The Learner Voice More than 1,600 staff 88% manage their own time at work 24% directors or senior managers 50% have some managerial responsibility 54% from the private sector 34% have been in their current role for more than five years
- 6. 40% with over 6 years’ experience of using learning technologies 37% over 5,000 staff 35% under 1,000 staff Private sector 69% Public sector 18% Non-profit sector 13% 42% multi-national organisations 17% report to a line of business outside HR/L&D 75% in a managerial role Demographics: The 2015 Benchmark Study
- 7. Who is reporting the best performance? What are they doing differently? Faster response to changing business conditions Increased productivity on the job TOP DECK Average 2014 T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS
- 8. Over 2,500 Personalised Benchmark Reports sent out Thanks to our Ambassadors www.towardsmaturity.org/ambassadors
- 9. What have we discovered? Today’s Agenda Aspirations for the Future Working with Business Leaders Supporting the Self-Directed Learner Equipping the L&D Team Embracing Change
- 10. Aspirations for the Future Challenging the Business Leader Supporting the Self-Directed Learner Equipping the L&D Team Embracing Change
- 11. How do staff learn what they need for their job? THE TOP 10 LEARNING METHODS Rated as essential or highly useful methods for learning what they need for their job: 90% team collaboration 87% conversations / meetings 83% manager support 73% web search 62% internal company documents 55% classroom courses 54% internal networks / communities 53% support from mentor / buddy 53% mobile 42% evenings and weekends 42% at point of need 29% travelling to/from work WHAT STOPS PEOPLE LEARNING ONLINE? (TOP 3) 63% 32% 25% Lack of time Uninspiring content Can’t find what they need 88% like to be able to learn at their own pace 41% are using their own devices to access job- related learning
- 12. Aspirations of today’s L&D teams INDIVIDUAL PROCESSES EFFICIENCY PRODUCTIVITY AND ENGAGEMENT BUSINESS RESPONSIVENESS LEARNING CULTURE PROGRAMMEORGANISATIONCULTURE Improve induction 95% Speed up implementation of new processes 91% Improve productivity 94% Adapt to individual need 94% Improve talent strategies/keep best people 94% Improve organisational performance 85% Share good practice 96% Increase self directed learning 83% Improve admin and management 95% Increase volume 91%
- 13. Learning today 19% L&D budget is spent on technology 55% face to face 26% blend/ 19% online 66% staff access online compliance
- 14. Learning today 47% looking at models that integrate learning and work
- 15. What are we delivering? INDIVIDUAL PROCESSES EFFICIENCY PRODUCTIVITY AND ENGAGEMENT BUSINESS RESPONSIVENESS LEARNING CULTURE PROGRAMMEORGANISATIONCULTURE Achieved by 39% Achieved by 41% Achieved by 29% Achieved by 24% Achieved by 21%
- 16. 1. Cost(reportedby 63%) 2. Lackofemployee skills tomanageown learning(62%) 3. Unreliable IT/ infrastructure(59%) 4. LackofL&Dskills to implement(56%) 5. Linemanager reluctance(55%) BARRIERS TO PROGRESS
- 17. 25% 22% 12% 10% 6% 37% 30% 24% 17% 18% 42% 39% 29% 24% 19% 61% 63% 47% 42% 37% 72% 73% 63% 56% 48% Efficiency Processes Productivity Responsiveness Culture Q4 Q3 Q2 Q1 Top deck Top Deck x3 x5 X8x5x3 The Top Deck are realising the vision faster Quartile 1 (25%) Top Deck (10%) Quartile 2Quartile 3Quartile 4
- 18. Aspirations for the Future Challenging the Business Leader Supporting the Self-Directed Learner Equipping the L&D Team Embracing Change When your business leaders think about L&D what comes to their minds?
- 19. 78%of the Top Deck identify business KPIs that they want to improve in partnership with senior management (31% average) FOCUS ON SPECIFIC RESULTS
- 20. Deliver Results Improve productivity by 12% Reduce staff turnover by 9% Change processes 24% faster Decrease time to competency by 13% Increase cost efficiency by 26%
- 21. 94%oftheTopDeck consider the course as only one option for building performance (53%average) Different Perspective
- 22. What does this look like in practice? 102070Workflow Social Formal
- 24. 67%ofthetopdeck agree learning reinforces onboarding and recruitment (21% average) BREAKING DOWN SILOS
- 25. The Challenge to Business Leaders Expect an impact Expect more than a course Expect integrated thinking
- 26. Aspirations for the Future Challenging the Business Leader Supporting the Self-Directed Learner Equipping the L&D Team Embracing Change
- 27. Today’s workers are self-directed learners So how do we support them? 87% know what learning they need to do their job 74% know how to access what they need for learning 88% learn more by finding things out for themselves, rather than through F2F training 76% want to be able to do their job faster and better MOTIVATED IDENTIFY & ACCESS RESOURCES UNDERSTAND OWN NEEDS TAKE INITIATIVE THE SELF- DIRECTED LEARNER
- 28. 86% of the Top Deck are proactive in understanding how their staff learn (30% average) CONSUMER DRIVEN
- 29. 76%of the Top Deck involve users in design (35% average) 1. LISTEN
- 30. 88%of the Top Deck welcome innovation & contributions from staff (51% average) 2. WELCOME IDEAS
- 31. 76%of the Top Deck use learning communities (46% average) 3. FACILITATE CONVERSATION
- 32. The Top Deck INCREASE ACCESS TO COMMUNITY TO CONTENT TO TECHNOLOGY TO CLEAR COMMUNICATION AT THE RIGHT PLACE AND TIME
- 33. The Top Deck EMPOWER LEARNERS in current and future jobs 78% support career aspirations (21%)
- 34. The Top Deck HELP STAFF LEARN HOW TO LEARN 79% offer study skills training (51%) 67% encourage learners to organise own Personal learning strategies (34%) 78% encourage staff to learn from mistakes (41%)
- 35. Supporting the Self-Directed Learner Establish an active learner voice Increase access Empower learners
- 36. Supporting the Self-Directed Learner Aspirations for the Future Challenging the Business Leader Equipping the L&D Team Embracing Change
- 37. FrameworkforexploringL&Dtactics Defining Need Learner Context Work Context Building Capability Ensuring Engagement Demonstrating Value The Towards Maturity Model T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS © Towards Maturity 2015
- 38. © Towards Maturity 2015 Prioritise outputs not inputs Be consumer driven Work within wider context Prepare for change Bring others on board Use evidence to review & adapt
- 39. Allocate 25% L&D budget to technology E-enable 34% of formal learning 90% Enjoy good relationships with IT (51%) TOP DECK THINK DIGITALLY
- 40. INFLUENCING CULTURE DELIVERING LEARNING APPLYING LEARNING Technologies Explored in 2015 Skills Diagnostics Immersive /Sims Competency Management Information Portals Single Sign On Achievement BadgesLearning Communities Mobile Apps Enterprise Social Networks Curation Tools Learning Record Stores Communities Of Practice User Generated ContentPerformance Support Moocs Blogs/Wiki’s MobileAssessment Live Online Surveys LMS Job Aids Video Elearning content Sharepoint 70%
- 41. INFLUENCING CULTURE DELIVERING LEARNING APPLYING LEARNING Mobile Skills Diagnostics Immersive /Sims Information Portals Single Sign On Achievement Badges Assessment Live Online Surveys LMS Job Aids Video Top Deckaredigitally transformingthelearningprocess Learning Communities Mobile Apps Enterprise Social Networks Curation Tools Learning Record Stores Communities Of Practice User Generated ContentPerformance Support Moocs Blogs/Wiki’sElearning content Sharepoint Competency Management
- 42. 73%of the Top Deck are confident using new media in learning design (28% average)
- 43. 0% 20% 40% 60% 80% 100% Classroom / F2F learning / training delivery Learning management/strategy Marketing and stakeholder engagement Instructional design Implementing blended learning Supporting ongoing workplace performance Facilitating social and collaborative learning Programme evaluation and data analytics Live online learning delivery Digital content development Performance consulting Skills in house - All Priority skills - Alln=477 What skills do we need?
- 44. 0% 20% 40% 60% 80% 100% Classroom / F2F learning / training delivery Learning management/strategy Marketing and stakeholder engagement Instructional design Implementing blended learning Supporting ongoing workplace performance Facilitating social and collaborative learning Programme evaluation and data analytics Live online learning delivery Digital content development Performance consulting Skills in house - All Skills in house - Top Deck Priority skills - Alln=477 TheTop Deckareactiveinbuilding priorityL&Dcapabilities,today.
- 45. 72%of the Top Deck provide ongoing CPD opportunities for L&D staff (48% avg.) 1 in 4 (avg.) don’t know how their L&D staff build skills
- 46. Equipping the L&D team Apply business thinking to learning strategy Think digitally Upskill TRAIN HARD
- 47. Aspirations for the Future Challenging the Business Leader Supporting the Self-Directed Learner Equipping the L&D Team Embracing Change
- 48. Stepping into the future PROGRAMMEORGANISATIONCULTURE INDIVIDUAL PROCESSES EFFICIENCY PRODUCTIVITY AND ENGAGEMENT BUSINESS RESPONSIVENESS LEARNING CULTURE
- 49. Prioritise outputs not inputs Be consumer driven Work within wider context Prepare for change Bring others on board Use evidence to review & adapt © Towards Maturity 2015 Steppinguptothechallenge
- 50. Taking your next steps ESTABLISH FIRM FOUNDATIONS ENGAGE AND EMBED FINE-TUNE PERFORMANCE DIG DEEPER Download the full report for L&D actions in these 4 stages
- 51. It is time to shift our thinking Business Leaders Staff L&D Teams
- 52. In a fluid, dynamic, complex workplace It is time to embrace change
- 53. www.towardsmaturity.org/2015benchmark Click here to download the report!
- 54. SEE THE BIGGER PICTURE
- 55. ABOUT US Towards Maturity is a benchmarking practice that provides authoritative research and expert consultancy services to help assess and improve the effectiveness and consistency of L&D performance within organisations. It leverages the data gathered from the largest learning and development benchmark in Europe. Download our case studies to support your business case for change at: www.towardsmaturity.org Find out your own Towards Maturity Index™ to see if you are amongst the top learning companies at: www.towardsmaturity.org/mybenchmark
Hinweis der Redaktion
- Top business priorities
- Explain about Learning Landscape
- Definition: Benchmarking is the process of comparing key performance indicators for one organisation with the indicators of others who are considered to represent the industry standard or best practice for that field. Since 2013 the Towards Maturity benchmark has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that consistently influence results. This is tracked through the Towards Maturity Index. Those in the top 10% of the index, the Top Deck, are delivering more organisational agility and individual performance. What are they doing differently?
- Phase 1 was the distribution of over 500 Personalised benchmarks- x Key Performance Indicators, 21 Business indicators For the past 10 years the Towards Maturity Study has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that are consistently
- Eg learning today - https://image.shutterstock.com/display_pic_with_logo/776821/116236447/stock-photo-business-man-writing-training-concept-116236447.jpg Supporting the self directed learner – someone on the move with a mobile Equipping the L&D team – eg the train hard picture from dev learn Embracing change – the colver image of our report Business leader = https://pixabay.com/en/businessman-office-tie-manager-598033/
- Eg learning today - https://image.shutterstock.com/display_pic_with_logo/776821/116236447/stock-photo-business-man-writing-training-concept-116236447.jpg Supporting the self directed learner – someone on the move with a mobile Equipping the L&D team – eg the train hard picture from dev learn Embracing change – the colver image of our report Business leader = https://pixabay.com/en/businessman-office-tie-manager-598033/
- Fill to page Create box
- Team sizes remained fairly static over last 2 years 38% report an increase in training budget in the last 2 years 6% plan to increase the proportion of face-to-face learning 77% plan to increase the proportion of blended learning 69% plan to increase the proportion of online learning
- Team sizes remained fairly static over last 2 years 38% report an increase in training budget in the last 2 years 6% plan to increase the proportion of face-to-face learning 77% plan to increase the proportion of blended learning 69% plan to increase the proportion of online learning
- Team sizes remained fairly static over last 2 years 38% report an increase in training budget in the last 2 years
- Main message - it is clear that L&D leaders around the globe see their role in the future as an enabler of self sustaining learning culture that builds business performance and agility
- Eg learning today - https://image.shutterstock.com/display_pic_with_logo/776821/116236447/stock-photo-business-man-writing-training-concept-116236447.jpg Supporting the self directed learner – someone on the move with a mobile Equipping the L&D team – eg the train hard picture from dev learn Embracing change – the colver image of our report Business leader = https://pixabay.com/en/businessman-office-tie-manager-598033/
- The Towards Maturity Benchmark programme deconstructs and investigates the different behaviours within the 70:20:10 model to understand the extent to which different aspects of this model are being applied by L&D professionals in today's workplace. Formal learning index In the Formal Index we consider the extent to which formal learning interventions are aligned to business need, user focused, blended/flexible, learners are recognised, that programmes remain relevant to work need - aspects of the '10' Calculated on the way that organisations have answered the following questions We use defined performance support practices to support learning transfer after formal training We analyse the business problem before recommending a solution We apply storytelling techniques in our instructional design We involve users in the design of the most appropriate learning approach We blend our use of several different learning technologies (from social media for collaboration to content delivery) We train classroom trainers to use technology to transfer learning to the workplace We remove content that is no longer relevant We map learning interventions to our competency framework Where appropriate we provide micro-content (i.e. under 10 minutes) We pull key stakeholders together into a steering group to support programme design and implementation We apply techniques such as spaced learning to aid retention and application of learning Social Learning Index In the Social Index we consider the extent to which social learning is supported: is collaboration encouraged, are L&D aware of how staff are already collaborating, the culture of accepting innovation and new ideas - aspects of the '20'. We encourage learners to share experiences and solve problems using online social media tools We actively encourage learners to collaborate in building knowledge resources, using tools such as wikis, forums, podcasts and videos Staff know how to work together to productively connect and share knowledge Our learners learn more from each other than from course content We encourage peer-to-peer feedback about the impact of learning We are aware of how our learners are using social media (outside of L&D) to share ideas Managers encourage and make time for social and informal learning We influence our organisation’s social media policy We help people locate in-house experts when they need them Coaching and mentoring are an important part of our work culture Our organisation welcomes innovation and contributions from our workers Workflow index: In the Workflow Index we consider the extent to which staff are being encouraged to learn from their experience, to reflect on their experience, the way that their performance in the workplace is actively supported, if access to resources has been simplified and if managers are equipped to encourage ongoing learning... - aspects of the '70'. Our managers recognise the value of on-the-job learning Staff have access to job aids online or via mobile devices Staff in our organisation understand how to identify the right information appropriate for their job Individuals are encouraged to organise their own personal learning strategies We use available support systems to promote self-reliance, not a culture of dependency We have content curation strategies in place to help staff make sense of the resources available to them We encourage learners to keep reflective learning logs Our organisation encourages (and provides time for) reflection Staff are actively encouraged to take on new work experiences as an opportunity to learn Our staff are encouraged to learn from their mistakes Managers provide active support in the application of learning in the workflow Our organisation expects managers to take responsibility for developing the skills of their staff We equip line managers with resources so their teams get the most out of technology enabled learning
- Formal Index: example behaviours 84% train trainers to use technology to extend learning beyond the classroom (25% average) 73% agreed, “Where appropriate we provide micro-content” (i.e. under 10 minutes) (27%) Workflow Index: 45% agreed, “We encourage learners to keep reflective learning logs (16%) 84% agreed, “Staff in our organisation understand how to identify the right information appropriate for their job (28%) Social Index: 51% agreed, “We actively encourage learners to collaborate in building knowledge resources, using tools such as wikis, forums, podcasts and videos (12%) 84% help people to locate in house experts when they need them (38%)
- Eg learning today - https://image.shutterstock.com/display_pic_with_logo/776821/116236447/stock-photo-business-man-writing-training-concept-116236447.jpg Supporting the self directed learner – someone on the move with a mobile Equipping the L&D team – eg the train hard picture from dev learn Embracing change – the colver image of our report Business leader = https://pixabay.com/en/businessman-office-tie-manager-598033/
- Providing learners with an active voice Top Deck are better Access BYOD Slide on what learners want vs what l&D are doing
- Today’s knowledge workers are more connected and more resourceful than ever before. Top Deck understand that and tune into the needs of their audience = they are consumer driven
- 76% communities of practice (46%) 71% provide staff witth acces to job aids (29%) 69% have clear policy around BYOD (33%) 88% have a comms plan in place (39%) 84% ensure staff can access at any time (58%)
- Eg learning today - https://image.shutterstock.com/display_pic_with_logo/776821/116236447/stock-photo-business-man-writing-training-concept-116236447.jpg Supporting the self directed learner – someone on the move with a mobile Equipping the L&D team – eg the train hard picture from dev learn Embracing change – the colver image of our report Business leader = https://pixabay.com/en/businessman-office-tie-manager-598033/
- The towards maturity Index is calculated from 6 workstreams of behaviour that consistently contribute to great performance – see www.towardsmaturity.org/static/towards-maturity-model/ for details
- When we look at the actions of the top performing people teams in pure black and white – we see common sense but not common practice. The secret sauce of the top performing people professionals is execution- they walk the walk vs talking the talk
- Words in dark blue: Skills diagnostics Immersive/sims Competency management Information portals Single sign on Achievement badges Mobile App Learning communities Words in red: Enterprise social networks Curation tools Learning record stores Communities of practice User generated content Performance support Blogs/ Wiki’s MOOCs
- Words in dark blue: Skills diagnostics Immersive/sims Competency management Information portals Single sign on Achievement badges Mobile App Learning communities Words in red: Enterprise social networks Curation tools Learning record stores Communities of practice User generated content Performance support Blogs/ Wiki’s MOOCs
- Eg learning today - https://image.shutterstock.com/display_pic_with_logo/776821/116236447/stock-photo-business-man-writing-training-concept-116236447.jpg Supporting the self directed learner – someone on the move with a mobile Equipping the L&D team – eg the train hard picture from dev learn Embracing change – the colver image of our report Business leader = https://pixabay.com/en/businessman-office-tie-manager-598033/
- When we look at the actions of the top performing people teams in pure black and white – we see common sense but not common practice. The secret sauce of the top performing people professionals is execution- they walk the walk vs talking the talk
- Establishing firm foundations Eg align L&D team activity to strategic goals of the business Establish and communicate the role of managers Engage and embed Proactively find out how your staff learn what they need to do their job Integrate learning into the onboarding process Fine tune performance Routinely involve users and managers up front in design Use existing performance support to encourage learning transfer Dig Dee[er Encourage staff to keep reflective learning logs Help staff build confidence in managing their own learning journey
- Business leaders need to expect more- Need to challenge out thinking about staff