LEO hosts Toward's Maturity: Modernising Learning
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LEO hosted an exclusive event in collaboration with Towards Maturity. It was a chance for senior L&D leaders to network with their peers and discover how to reap the benefits of a technology-enabled learning strategy. Towards Maturity’s Laura Overton and LEO’s learning experts explored and lead a discussion on how L&D teams in global organisations can use the research to reduce time to competency and boost efficiency and effectiveness of L&D spend.
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LEO hosts Toward's Maturity: Modernising Learning
- 1. Modernising learning - using the evidence Piers Lea Chief Strategy Officer – LEO Laura Overton Managing Director – Towards Maturity FOLLOW US @leolearning @towardsmaturity
- 2. Business Transformation Through Learning Innovation MODERNISING LEARNING: DELIVERING RESULTS Feedback from participants on the day is included in grey boxes throughout this slide deck LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 3. 10 years of research 3,500 L&D leaders 44+ countries 1.5m data points every year = An evidence-based approach to modernising learning LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 4. ARE TODAY'S CORPORATE LEARNING STRATEGIES KEEPING UP WITH THE PACE OF CHANGE? LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 5. WHAT HAS BROUGHT YOU HERE TODAY? LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 6. TODAY’S AGENDA Progress update Evidence based learning 11.00 coffee Building a business case for change A roadmap for modernising learning New models of learning Boosting agility Lessons from the learning leaders 1.15 - Lunch 600 L&D leaders all sectors 74% decision makers 44 countries % multinational 5000+ learners private and public sectors YOU = ACTION PLAN + + LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 7. WHAT DOES A MODERNISED LEARNING STRATEGY LOOK LIKE? • Aligned •Workflow • Simplified • Holistic • Personalised • Continuing professional experience • Impact vs activity • Recognition of the informal • Methods and media • Just in time • Technology • Flexible • Culture • Mirror external behaviour LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 8. MODERNISED LEARNING STRATEGY Outputs Responsiveness Learning support where needed Technology For Less Delivering more Modernise [moh-der-nize] Verb: adapt (something) to modern needs or habits, typically by installing modern equipment or adopting modern ideas or methods. LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 9. Sneak preview Launch 6th November LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 10. ABOUT BENCHMARKING TM Index Exploring effective practices of the top performing learning organisations New for 2014 the top 10% LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 11. NEW MODELS OF LEARNING Integrate Learning & Talent Develop Learning Culture Transform Training ALIGNING TO NEED Customer Activated Learning 2 Way Business Alignment EQUIP L&D AS AGENTS OF CHANGE THE TOWARDS MATURITY NEW L EARNING AGENDA – A ROADMAP FOR CHANGE LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 12. PROGRESS UPDATE LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 13. L&D PROFESSIONALS TODAY WANT EVEN MORE LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 14. Resources 1 in 3 have increased budget & team size Audience Managers Professional and technical Apprentices & interns Customers and supply chain Skills 29% formal learning e-enabled 69% compliance (70% completion rates) Technology 200% increase since 2010 19% budget allocated 2 in 3 expect increase LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 15. USING TECHNOLOGY Delivering efficiency 17% Cost reduction 21% Volume 22% Delivery time 20% Study time LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 16. WE ARE BUSY BEING BUSY BUT WHAT IMPACT ARE WE REALLY MAKING? LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 17. 74% want change 2010 87% want change 2014 INCREASING PERFORMANCE GAP 63% Top Deck 53% Top Q 51% reported benefits 31% reported benefits LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 18. WHAT IS STOPPING US FROM REALISING OUR EXPECTATIONS? Lack of evidence Not measured internally What is the present impact – not using external evidence Lack of engagement with key stakeholders Alignment needs to be 2 way: need to understand the art of the possible (more pilots) Need to set the bar higher – we need to set the bar higher. No one team can do this. We need to step out of traditional roles. Culture Changing culture needed Spectrum of learners to address Not understand the culture of the learner & even if we do, senior decision makers don’t Projects lack focus – scope creep that we challenge with external providers but not internally Time Overwhelmed Busy people say ‘give us what we’ve always had’ Home vs work Confusion/market madness Skills of L&D We need more courage LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 19. This is not a time to give up, but to take another look at the data! EVIDENCE FOR CHANGE ALIGNING TO NEED Customer Activated Learning 2 Way Business Alignment LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 20. Gaining Market Share Talent SO WHAT CAN LEARNING INNOVATION BRING TO THE TABLE? Delivering New Products & Services LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 21. Gaining Market Share 17% improvement in customer satisfaction 10% improvement in revenue Talent 9% reduction in attrition 17% improvement in engagement 14% improvement productivity 12% reduction in time to competency Delivering New Products & Services Change new products & services 23% faster Roll out new IT applications 26% faster & improve efficiency! LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 22. 2 Way Business Alignment Our goal was to achieve complete transformation and it was imperative that we achieve it quickly. This is why we made learning and development a catalyst for change. In doing so, we’ve shown that modernising learning has delivered results that matter to our staff, to our residents and to our shareholders. LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark ALIGNING TO NEED Dr Chai Patel, CBE Chairman HC-One
- 23. BALANCING THE NEEDS OF ORGANISATIONS AND INDIVIDUALS LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 24. HOW DO OUR STAFF LEARN BEST? 88% learners learn from collaboration with team workers 79%from manager support 70%from Google 46% from formal education courses (17% from classroom courses 55%learn on the way to work 82% want to learn at their own pace Yet only 1/3 of L&D leaders know how their staff actually learn at work… LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 25. LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark ALIGNING TO NEED ARE WE LISTENING TO OUR CUSTOMERS? Customer Activated Learning 31% find self-paced e-learning courses useful 85% are downloading apps to a mobile or tablet 80% willing to share what they know using technology 93% of L&D leaders are investing in self-paced e-learning courses Fewer than 1 in 5 L&D are working with tools to build and deliver apps 20% believe their staff know how to connect and share
- 26. DATA-DRIVEN DECISION MAKING Business leaders use it to: Predict Plan Persuade Personalise L&D leaders don’t! 1 in 5 use learning analytics or benchmarking to improve service and performance Data has become likened to oil as the next great natural resource Daniel Newman, Forbes July 14 LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark “
- 27. HOW CAN WE DESIGN A BUSINESS CASE FOR MODERNISING LEARNING THAT WILL CAUSE STAKEHOLDERS TO SIT UP AND LISTEN? Do your research What are the organisational pain points/risks and how will your solution help? Identify your decision makers and your influencers – understand business drivers AND personal motivators Quantify cost of solution (including cost of ownership) and value of benefits Tips on using evidence Internal evidence and research – business analysis and learner behaviour External evidence – what are your competitors doing? Use case studies and benchmark data to build your case Tips on selling an idea What will happen if you don’t do this? (ask yourselves first) Focus on business impact – tangible and intangible Capture hearts as well as minds Know your moment – present the right idea at the right time to the right people and have the tenacity to return Tips on structure BLUF – Bottom Line Up Front Business language not learning jargon Visualise the evidence LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 28. Supporting learning and performance where it counts NEW MODELS OF LEARNING LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 29. SUPPORTING CONTINUAL LEARNING AT WORK What do I need to get started? What do I need to get better? What do I need to progress my career? What do I need to get out of a fix? What do I need right here right now? LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 30. 16% train pre-joining 45% have skills diagnostic tools 42% 70:20:10 26% MOOCs 30% micro-content LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 31. Transform Training LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING Involving stakeholders Content design Reward and recognition Practice and reflection Design with the class in mind
- 32. 66% provide job aids 37% equip line managers with resources so their teams get the most out of online learning 14% encourage learners to share experiences and solve problems online 12% have content curation strategies in place LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING Develop Learning Culture
- 33. Supporting career progression: 18% are using some form of Academy All use skills diagnostics LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING Integrate Learning & Talent 19% agree that learning technologies reinforce the way they recruit, on-board and develop their people
- 34. BOOSTING AGILITY LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 35. LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark BOOSTING AGILITY Flexible Learning 45% support BYOD 39% develop platform independent content 32% offer content in the cloud
- 36. LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark BOOSTING AGILITY Simplify Harness what you have Make it easy Make it relevant Eliminate redundant noise Be clear
- 37. ‘I want to be able to do my job faster and better’ 51% LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark BOOSTING AGILITY Respond Faster #1 motivating factor for learners to learn online 1. To be able to do my job faster and better Only 47% of L&D agree learning is delivered in time to meet the needs of the business
- 38. APPLYING THE PRINCIPLES IN THE REAL WORLD How can we improve the quality of formal learning? Getting Started Analyse the problem to be solved: is formal learning needed? What is effective and efficient? What is the issue? What is best practice? Ensure L&D have an understanding of adult learning theories Involve learners in design Have a clear design & quality process in place to understand needs Design to engage Going Deeper Identify stakeholders who will influence programme success Blend cleverly – extend learning into the workflow to enhance the application of skills Personalise – adapt learning to role or experience LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 39. APPLYING THE PRINCIPLES IN THE REAL WORLD How can we boost the sharing of good practice? Getting started You don’t need to be an expert or a content developer to add value – become a connector, facilitator and conduit of useful information Model collaboration and sharing as part of formal learning Going deeper Build the skills to encourage collaboration in your organisation Establish a governance framework for sharing online (or proactively support those that are involved in establishing frameworks) LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 40. APPLYING THE PRINCIPLES IN THE REAL WORLD How can learning better support ‘talent’ ? Getting started Remove the silos – open the conversation with those that count Define what role you can play in specific initiatives e.g. recruitment and on-boarding Promote learning for all vs directed programmes and experiences Going deeper Train managers – up to Board level to identify talent Think through the role of psychometric testing and implications for learning Support learning & collaboration through a range of initiatives e.g. secondments LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 41. APPLYING THE PRINCIPLES IN THE REAL WORLD How can we use technology to respond faster to change? Getting started Step back – don’t use technology for the sake of it Consider your learners: what technology do they already have to hand, what do they find useful and what are they doing for themselves? Exploit existing networks to respond quickly to change Going deeper Consider learning analytics and data mining to understand behaviours and preferences Encourage user generated content and use staff ratings to quickly assess impact LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 42. HERE’S THE CHALLENGE Blend different technologies Reinforce on-boarding Identify business KPIs Encourage sharing Comms plan in place LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 43. ……NOT AN OPTION! SO WHERE DO WE GO TO GET BACK IN THE FLOW? Stagnate [staɡˈneɪt] Verb: cease to flow or move; become stagnant;cease developing; become inactive or dull LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 44. SECRETS OF THE LEARNING LEADERS LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 45. TOP DECK ARE DELIVERING LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 46. TOP DECK ARE ENGAGING 73% report positive staff behaviour (21%) 64% agree staff put what they have learned into practice (25%) LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 47. TOP DECK ARE HARNESSING TECHNOLOGY LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 48. DNA OF THE LEARNING LEADERS • Alignment (and resourcing) • Active learner voice • Design beyond the course • Proactive in connecting LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 49. EQUIP L&D AS AGENTS OF CHANGE So how well equipped are L&D to Modernise Learning and Deliver Results? LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 50. NEW MODELS OF LEARNING Integrate Learning & Talent Develop Learning Culture Transform Training ALIGNING TO NEED Customer Activated Learning 2 Way Business Alignment EQUIP L&D AS AGENTS OF CHANGE Modernising Learning: what skills do we need to deliver against the New Learning Agenda? THE TOWARDS MATURITY NEW L EARNING AGENDA – A ROADMAP FOR CHANGE LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 51. Modernising Learning: what skills do we need to deliver against the New Learning Agenda? Evidence for change Ability to write succinct business cases - deliver an elevator pitch! Stakeholder influencing skills Business communication skills (ability to communicate in the language of business) Ability to identify value that L&D can offer to business Business savvy/ commercial experience Analytic capability to identify and use evidence successfully Vision for change Strategic mindset Resilience Tenacity Aligning to business Performance consultancy skills to provide clear definition of business issue to be addressed Stakeholder relationship management Ability to understand learner journey and analyse learner behaviours Learning evaluation and effective feedback New models of learning Ability to scope projects Ability to understand the art of the possible Realistic application of technology to design of the learning process Curation skills - identifying and sharing content, ability to advise and signpost Knowledge of new methods of learning Encouraging Reflection Professional understanding of how and why people learn Understanding diagnostic and formative assessment Developing ability to support formal learning Boosting agility Confidence in own Digital capability Mobile app design for performance support Responsive design Clear understanding of technology to support learning application LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 52. MODERNISING LEARNING: DELIVERING RESULTS Align to need not to fads or technologies Don’t be afraid to redefine the way that you add value Listen and respond Prepare for change Get into the flow! LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 53. I encourage business and learning leaders alike to use the evidence from the Towards Maturity Benchmark Study to challenge traditional thinking about learning, performance, talent, technology and change. But don’t just read it, take action where it counts to deliver lasting business transformation. Dr Chai Patel, CBE FRCP LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 54. Next steps… over to you! Full report will be available to download on 6th November at www.towardsmaturity.org/2014benchmark Laura@towardsmaturity.org LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
- 55. leolearning.com FOLLOW US @leolearning @towardsmaturity Thank you towardsmaturity.org
Hinweis der Redaktion
- Welcome Thank you for coming – we’re going to be exploring 10 years of insights Thank you to LEO , our founding ambassador for hosting
- Context for today – In a fast paced, technology driven , constantly changing world of work – Are corporate learning strategies hitting the mark?
- leave
- What are we going to cover today? Together we are looking to turn data into insights and insights into action
- Interactive question -
- A modernised learning strategy involves adapting to new ways of business. Looking beyond the course, it involves new ideas and methods and building on new opportunities offered by technology. A modernised learning strategy today means focusing on learning outcomes rather than inputs. Today’s L&D leaders need to respond faster, support learning and performance at the point of need and improve efficiency at the same time. It is not about the technology per se, but many are finding that modernisation cannot be achieved without it
- This year’s study explores progress to date and how we can use the New Learning Agenda to accelerate progress and deliver results
- 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.
- Last year’s study outlined a New Learning Agenda, based on historical evidence, it provides us with a roadmap for modernising learning that is explored in the new report
- leave
- With the help of technology over 9 out of 10 L&D leaders are looking to: Enable the business to deliver competitive advantage and boost agility 91% want to provide a faster response to changing business conditions 93% want to improve the way they support organisational change Build performance 93% are looking to speed up the application of learning in the workplace 90% want to boost on-the-job productivity 91% are looking to reduce the time to competence Support continuous learning 95% are looking to increase the sharing of good practice 90% want to better adapt programmes to individual need/context Build talent 91% want to improve the induction process 93% are looking to improve talent/performance management Engage learners 96% want to increase learning access and flexibility 90% are looking to improve employee engagement with learning
- We’re doing a number of things to address this: Resources: The average L&D team size across the organisations in this year’s study was 1 person per 300 staff with 31% expecting to increase their team over the next 2 years Audiences: reaching more people than ever before- 9 in 10 organisations are offering training to managers, professional or technical grades, admin and other desk-based staff, Skills: 29% of skills now e-enabled, Top deck 49% - 50% more likely to e-enable leadership, problem solving , comms Technology - 19% of the training budget was spent on learning technologies but this proportion is set to increase with over 2 out of 3 organisations planning to spend more on learning technologies in the next 2 years. Top deck are investing 35% of their budget
- Top 10 technologies 93% e-learning objects 86% Live online learning 81% Surveys & questionnaires 80% Learning Management Systems 74% Mobile learning 74% Online assessment 70% Enterprise-wide information services 68% Best practice videos 66% Job aids 61% Rapid application development tools
- Delivering on efficiency but how are we doing about adding additional value. Our expectations compared with 4 years ago are considerably higher But our ability to deliver has dropped significantly This year only 1 in 3 supporting change 1 in 4 increasing productivity 1 in 5 responding faster to change 1 in 10 monitoring impact
- Interactive discussion Top 10 barriers 69% Cost 68% Lack of user skills to manage own learning 66% Unreliable IT infrastructure 62% Lack of implementation skills amongst L&D 60% e-learning too generic 58% User reluctance 58% Line manager reluctance 56% L&D lack knowledge of potential 55% Poor past experience 52% Lack of quality e-learning to support business need
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- Brandon-Hall identified three key priorities for business. Gaining market share (36.8% clear priority or critical to business in 2014), delivering new products or services (29.8%) and improving innovation (22.8%). http://go.brandonhall.com/business_focus_2014 PWCTalent - 93% of CEOs recognise the need to change strategy for attracting talent
- Conservative data gathered over 3 years from min 381 participants
- Dr Chai Patel has written the foreword of the 2014 Benchmark Study – 2 way business alignment in the case of his company has delivered complete transformation However for most of us: Only 36% work with business leaders to identify KPI’s that they want to address
- 56% of learners say that they are motivated by technologies that enable them to network and learn with others and 41% access work-related apps and resources at the point where they need them most. 89% working in collaboration with team 79% support from my manager 70% web search (e.g. using Google) 67% general conversations and meetings 56% support from my mentor/coach/buddy 53% internal company documents 48% internal networks and communities 46% formal education course 31% self-paced e-learning courses 17% classroom courses
- 18% say our learners are unwilling to share 51% barrier – existing command and control 85% of learners are already downloading apps to mobile or tablet, with 62% using apps for social networking.
- Regardless of the industry’s use of big data in decision-making, it is clear that we are not using the ‘little’ data already in our possession to inform the way that we modernise learning. Good data vs bad data? Outputs not inputs Actual behaviour vs assumed behaviour
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- Here are just some of the things some of us are doing this year (note that 45% have skill diagnostic tools but only 10% use them to tailor learning to individual need) Need to be more systematic in the way that we deliver, not just jump on the latest fads. New learning agenda has 3 areas of focus for helping organisations work through new models of learning.
- building blocks to consider in transforming training Involving stakeholders in design 46% formalise their approach to working with subject matter experts (rising to 73% in top learning companies) 29% agree users are involved in the design of the most appropriate learning approach (64% ) 37% pull key stakeholders together into a steering group to support programme design and implementation (61%) Content – self paced and live online 21% blend their use of several different learning technologies (from social media for collaboration to content delivery) compared to 56% in top Designing with the classroom in mind - 24% train classroom trainers to extend learning beyond the classroom Practice and reflection - 19% encourage learners to keep reflective learning logs (41%)
- Top learning companies have shown that it is important to break down the silos between learning and HR/ Talent as learning innovation can support all aspects of the talent management process
- Key element of the New Learning Agenda as a roadmap for change is the focus on speed and agility
- Flexible learning for flexible workers
- 43% know what technology-enabled learning their IT systems can deliver (71%) 44% learners can choose to learn at places convenient to them (69%) 43% regularly review programmes and check that they support and enhance organisational goals 16% use widgets to help personalise the learning environment 38% ensure there is a communications plan for al key stakeholders
- Are we helping staff do their job faster and better?
- Action is critical but here is the challenge for those not in this room
- Lets turn to the most successful in the study for inspiration
- 73% of the Top Deck have noticed positive changes in staff behaviour as a result of their interventions (compared with 21% on average) and what’s more 64% of them say that their staff quickly put what they have learned into practice (compared with 25%). And their staff are engaged as they are twice as likely to report that their learners would recommend their experiences to others.
- More likely to use the cloud, social bookmarking, virtual classrooms, widgets and achievement badges, more confident with APPs less likely to use RAD tools/ More importantly , they are also e-enabling more business critical skills. 100% of communications training is supported with learning technologies 97% of leadership and management training 97% of team working skills 94% of L&D skills 91% of problem solving skills 91% of health and safety training 91% industry specific training
- What differentiates top deck from all the others is absolute consistency between all of them on these 4 issues All say that learning is relevant to business vs 60% Welcom innovation, know how their learners learn, encourage peer to peer feedback Blend a range of tools and technologies 9 out of 10 say learners can access clear information about what is necessary
- When we look at the top deck, are we equipped to follow? What skills exist in the L&D team How are we building them?
- Last year’s study outlined a New Learning Agenda, based on historical evidence, it provides us with a roadmap for modernising learning that is explored in the new report
- Lets turn to the most successful in the study for inspiration