Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

How the Workforce Learns in 2016

Wird geladen in …3

Hier ansehen

1 von 20 Anzeige

How the Workforce Learns in 2016

Herunterladen, um offline zu lesen

According research by ATD, only 38% of learning and development (L&D) professionals think they’re ready to meet the needs of tomorrow’s learners. So to help L&D teams better engage employees, Degreed recently surveyed 500+ people to understand the learning culture, values and habits of today’s hyper-kinetic, hyper-connected workers.

In this presentation we'll cover:

-How people really build their skills and fuel their careers in 2016
-What employees think is most missing from the workplace learning environment
-How innovative L&D leaders are adapting to meet the needs of tomorrow's workforce

According research by ATD, only 38% of learning and development (L&D) professionals think they’re ready to meet the needs of tomorrow’s learners. So to help L&D teams better engage employees, Degreed recently surveyed 500+ people to understand the learning culture, values and habits of today’s hyper-kinetic, hyper-connected workers.

In this presentation we'll cover:

-How people really build their skills and fuel their careers in 2016
-What employees think is most missing from the workplace learning environment
-How innovative L&D leaders are adapting to meet the needs of tomorrow's workforce


Weitere Verwandte Inhalte

Diashows für Sie (20)

Andere mochten auch (14)


Ähnlich wie How the Workforce Learns in 2016 (20)

Weitere von David Blake (10)


Aktuellste (20)

How the Workforce Learns in 2016

  1. 1. HOW THE WORKFORCE LEARNS IN 2016 January 21, 2016 WEBINAR TODD TAUBER | Degreed VP of Product Marketing degreed.com/ttauber @toddtauber @degreed
  2. 2. AGENDA HELLO. The operative word in L&D is now “and”. The anthropology of workplace learning. Get ready for tomorrow’s learners today. Q&A We’re Degreed. 1 2 3
  4. 4. ARE YOU READY FOR TOMORROW S LEARNERS? Source: ATD / i4cp, Learners of the Future: Taking Action Today to Prevent Tomorrow’s Talent Crisis, 12/2015 Only 38%of L&D professionals think their organizations are ready for the learners of the future.
  5. 5. THE (NEXT) SCIENCE OF LEARNING. Source: Degreed, How the Workforce Learns in 2016, 1/2016 ALWAYS: Psychology TODAY: Neuroscience TOMORROW: Anthropology
  6. 6. TRADITIONAL L&D IS NOT OBSOLETE. BUT IT ISN T COMPLETE. Source: Degreed, How the Workforce Learns in 2016, 1/2016 On average, workers give their employers’ learning and development opportunities a Net Promoter Score of… DETRACTORS (-100) PROMOTERS (+100) -31
  7. 7. THE TAKE- AWAY Satisfied employees have the tools, training and resources to do their jobs well. Engaged employees learn and grow every day. BAIN & COMPANY “ ” Source: Harvard Business Review, Engaging Your Employees Is Good, but Don’t Stop There, 12/2015
  9. 9. EVERY DAY EVERY WEEK EVERY MONTH EVERY QUARTER ONCE A YEAR SOMETIMES AND ALL THE TIME. Source: Degreed, How the Workforce Learns in 2016, 1/2016 Coaching & mentoring e-learning courses Instructor-led classes Conferences & trade shows Web search Peer/team interaction Articles & blogs Videos Books Apps Online networks Webinars Live networking Online courses Podcasts & audio books Live classes SELF-DIRECTEDL&D-LED
  10. 10. TRAINING AND TRANSFORMING. Source: Bring Your Own Learning, 2/2015; Degreed, The Importance of Informal Learning, 7/2015; Degreed, How the Workforce Learns in 2016, 1/2016 5X 61% $339.00 Workers spend up to 5x more time learning on their own each week than from employers. 61% would put in even more time on their own if they got professional credit for it. 75% invested their own money (average of $339 each) on career related learning last year.
  11. 11. AT WORK AND BEYOND. Source: Degreed, How the Workforce Learns in 2016, 1/2016 85% AT WORK 67% PERSONAL TIME 18%DURING TRAVEL
  12. 12. THE TAKE- AWAY HILTON WORLDWIDE Chief Learning Officer Kimo Kippen (CLO of the Year 2015) It’s the getting a little better every day that leads to great things. “ ” Source: Chief Learning Officer, Every Day A Little Bit Better, 11/2015
  14. 14. SMOOTH THE PATHWAYS TO LEARNING. Source: Degreed, How the Workforce Learns in 2016, 1/2016 WORKER EXPERTISE OBSTACLE #1 Not enough time OBSTACLE #2 Not enough guidance or direction OBSTACLE #3 Not enough recognition or reward
  15. 15. EMBRACE NEW ROLES FOR L&D. Source: Degreed, How the Workforce Learns in 2016, 1/2016; Question: Where do you go for guidance and/or recommendations when you need to learn something new? 21% 23% 28% 43% 47% 55% 69% L&D or HR department External network Employer's LMS Browse specific resources Search the Internet Peers at work Boss or mentor THE PATHWAY TO LEARNING NOW STARTS AT SOCIAL AND SEARCH
  16. 16. INVEST IN NEW APPROACHES TO L&D. Source: Bersin by Deloitte, 2015 Corporate Learning Factbook, 6/2015 (-20%) +29% +13% +90% Less training via ILT, vILT and e-learning More learning via on-the-job experiences More learning via collaboration and coaching More learning via on-demand resources HIGHER-IMPACT L&D ORGANIZATIONS DELIVER...
  17. 17. THE TAKE- AWAY BP PLC Director of Learning Innovation & Technology Nick Shackleton-Jones We’re not concerned with instructional design, just with two things: design and utility. Our solutions are indistinguishable in quality from the best that our people see every day in their lives as consumers. Solutions that people choose to use. “ ” Source: Degreed, How BP Reformulated Learning to Work Like Honey Bees, 8/2015
  18. 18. ABOUT DEGREED Degreed is the only learning platform built for the way people really learn. We make it easy for organizations and their employees to discover, curate, and track all their learning. All in one system. INTERNAL LEARNING SYSTEMS +EXTERNAL TRAINING CONTENT +INFORMAL LEARNING ECOSYSTEM
  19. 19. GETCREDIT FORTHIS WEBINAR Start tracking ALL your learning at Degreed.com!
  20. 20. QUESTIONS? @degreed todd@degreed.com VISIT get.degreed.com EMAIL FOLLOW

Hinweis der Redaktion

  • Hi everyone! Thank you for making time for today’s webinar from Degreed.

    There has been a renewed interest in the science behind learning over the last year. Cognitive psychology is a perennial favorite.
    - But right now, people are especially focused on neuroscience – the brain science.

    What often gets ignored, though, is the anthropology of learning in the workplace – how and why people actually behave in the real world.

    So today we want to focus on three things:
    1 Why it’s important to also pay attention to how the workforce really behaves when it comes to learning and development …and why
    2 Then I want to summarize some new research we’ve done on just that topic
    3 And last, we’ll cover what we think the results mean for you all – L&D leaders

    We’ll try to cover all that in about 20 minutes.
    - Then we’ll have some time for Q&A.

    And YES, we will share this slide deck afterwards, along with the replay.

    We’d be grateful if, as we go through, you could share anything you find useful.
    - You can tag us @toddtauber or @degreed
  • Let’s get right into it.

    The most important word in learning and development isn’t “learning” or “development”. Right now, it’s “and”
  • ATD – the Association for Talent Development – released some interesting new research just before the holidays. Which means a lot of people probably missed it.

    The headline, if you’re one of them, is that only 38% of L&D professionals think they’re ready to meet the needs of tomorrow’s learners.
    - Almost two-thirds of people in their survey believe that the ways workers learn and develop are evolving. But most are not doing much to evolve or adapt.

    Only a minority of learning functions are even trying to understand and prepare for changes in the ways we learn.
    - I think that’s only partially right, though.
  • There has actually been quite a bit of attention on how the workforce learns over the last couple of years.

    There has always been a close link between learning and cognitive psychology, for example. And there has been some good, practical work lately on what employees want, and what both they and L&D practitioners think is effective.
    - You should all read Jane Hart’s Learning in the Workplace survey, Towards Maturity’s Learner Voice series and Bersin by Deloitte’s Meet the Modern Learner report.

    Over the last year or so, there has also been a renewed focus on neuroscience – how you actually get stuff into people’s heads and make it stick.
    - It’s all over the trade magazines and industry blogs. It’s at all the conferences and trade shows.

    Psychology and neuroscience are essential, of course. However, they don’t show the whole picture. What’s still missing far too often in L&D is an appreciation of the anthropology of learning –
    employees’ values and beliefs, their practices and habits, their technologies and working environments.
    - That all adds up to workers’ individual learning cultures.
  • That matters because today’s workers don’t only build their knowledge and skills through formal training provided once-in-a-while by the L&D function.
    - We also grow informally, every single day, through all kinds of experiences and interactions – and through osmosis. Often on our own or through our managers and peers.
    - In fact, according to CEB research, almost 80% of employee learning comes from outside of the learning function. L&D only controls 21%.

    So if you really want to build a culture of continuous learning in your organization, you need it all. Formal and informal. Job training and career development. L&D and self-service.

    The operative word here is “and”. Business requirements are sometimes at odds with what employees need and want. And the thing is, the conventional L&D toolkit doesn’t work so well for workers.
    - According to our research, only 18% would recommend their employers’ training and development opportunities. Many are tuned out and looking elsewhere.

    That’s not to say traditional approaches to L&D are obsolete. They’re not. But they’re not enough.
  • The takeaway here is that the operative word in L&D is “and”. Evolving to meet the needs of tomorrow’s learners still starts with the conventional L&D toolkit – psychology, neuroscience, classes, courses and LMSs. But there is more to the job now.

    This quote from Bain really nails it… Satisfied employees have the training and resources to do their jobs. But engaged employees – the ones you’re all trying to build – learn and grow every day. And that’s something very different.
  • To help L&D teams better engage employees and adapt to the future, Degreed recently surveyed 512 people. They work in all kinds of jobs, in small companies and big ones, and at every step of the career ladder.

    We wanted to understand how today’s workforce really builds their skills and fuels their careers. Right now.
    - We’ll be releasing a report on that research in the next few weeks. And we’ll be exploring the insights in more detail over the course of the year.

    In the meantime, here’s a high level summary of what we learned about workers’ learning culture
    – how, why, when and where they lean.
  • First, the “how”. Formal, L&D-led training is still a valuable part of how workers learn.
    - We asked people how they learn for work; are these things they do every day, every week, every month, once a year, or less.
    - Around 70% told us they take live, virtual or e-learning courses from their employers at least once a year. However, on average, they only do so once every three or four months.

    However, they use informal, self-serve learning to connect the dots and fill in the gaps in-between.
    - Almost 85% said they learn things for work by searching online at least once a week. Nearly 70% learn from peers or by reading articles and blogs every week. And 53% learn from videos in any given week.

    What that says to us is that people progress every day, in all kinds of ways – not just sometimes, in courses or classrooms. So the L&D environment should enable self-directed development as well as formal training – and it should do that through both micro-learning, which everyone is obsessed with right now, and through old-fashioned macro-learning.
    - They both have their place. It’s just that the balance needs to be adjusted.
  • The second thing we asked about was “why”?

    In a similar survey last year, workers told us they spend about 1% of the average work week on their employers’ training. That’s just 37 minutes. However, they invest 3.3 hours a week on their own.
    - And almost two-thirds said they would put in even more time if they received credit they could leverage for professional growth.

    People want more than the typical L&D catalog, though. They put almost as much time into personal interests as they do into professional ones.
    - 75% invested their own money (an average of $339) in career-related development over the last 12 months.

    What that says to us is that people will readily invest their time and even some money in development opportunities that fuel their growth and enrich their lives. So don't just train workers; you should also aim to transform them – and do it through informal, on-demand learning as well as structured, scheduled training.
    - They’re both essential now.
  • The third thing we asked was where and when.

    Most workers don’t confine their development to offices, shops, factories and warehouses – or even to “normal” working hours.
    - While 85% of people said they learn at work, 67% do so on personal time and 18% are learning during travel or commutes.
    - And almost 40% of them are learning across multiple venues.

    The learning itself is traveling across multiple screens, too.
    - I don’t want to state the obvious. But mobile is a core part of how most people live and work now.
    - The people we surveyed estimate that 70% of the time they spend learning on electronic devices still happens on PCs. But smartphones and tablets account for 30% of their digital development.

    That finding not exactly surprising, but it’s probably the most disruptive shift for L&D teams. This really does change everything. People can already learn anywhere, anytime, all by themselves. So you should spend less time worrying about how to manage and track all of the workforce’s training and more time figuring out how to channel and feed their curiosity.
    - Whenever we talk about these trends this always comes up: How do you know if people are learning the right things? And that is still a role for the learning professional. It’s just a different one.

    We’ll explore that in the next section. But first...
  • I’m not sure if any of this is earth shattering news. I think most of you believe or at least already suspected that people learn in lots of ways, that we’re more interested in our careers than in compliance, or that mobile is really important.

    So the over-arching takeaway for me here is best summed up by this quote from Hilton’s CLO – who by the way, is also Chief Learning Officer magazine’s CLO of the year.
    - It’s the getting a little better every day that leads to great things.
    - He’s saying transformation doesn’t just happen. It is cumulative.
    - That goes both for how people learn as well as for how L&D organizations operate.

    But in order to get ready to meet the needs of tomorrow’s learners, you need to shift your focus, your teams and your investments to accommodate and enable some new and different priorities. That’s the “and.”
  • So how do you help both L&D and employees get a little bit better every day?
  • For starters, I think it helps to understand why people don’t do that through L&D now. They don’t; most people do not rely on L&D to help them get a little bit better every day.

    One reason is that conventional workplace learning infrastructure doesn’t really work for them.
    - On average, people give their employers’ L&D opportunities a Net Promoter Score of negative 31. If you’re not familiar with NPS scores, they’re a measure of engagement and loyalty. They’re measured on a scale from -100 (which is very bad) to +100 (very good). So -31 is not good.
    - That may sound abstract. So how about this one? The typical employee only uses their organization’s learning systems once every four months. More than one-third told us they only use them once a year ...or less.

    When we asked them why, they pointed to three main points of friction.
    - First, they just don't have a lot of time for learning; work always comes first. Duh, right? But when you think about what’s in most of those systems - clunky UX and long-form courses - it’s just not compatible.
    - Second, they don’t feel like they get enough guidance or direction. it’s one thing to be told you have to take this course because you’re new at the company or because it’s required by law. But then what? If I want to move my capabilities or my career from A to B, what’s the learning pathway that helps me do that?
    - And third, they don’t think their employers value a lot of the learning they already do. I just read that 18m people took MOOCs in 2015, for example. But how much of that does your organization give people credit for ...reward them for?

    People aren’t limited to what they can get from their L&D department. So if you want to connect them back to the organization’s priorities, then you have to do more than just build (or buy) shorter, more entertaining content. You have to build an environment and a culture that make the entire L&D experience smoother, more useful and more rewarding.
  • Embracing those new roles is essential. And that is precisely because workers have more options for their development than ever before. They want and need guidance and recommendations more than ever.

    The thing is, now that guidance can come both directly, from the L&D team through the catalog or LMS, and indirectly through other people or systems outside of L&D.
    - When workers need to learn something new, for example, they are most likely to ask their boss or mentor (69%) or their colleagues (55%) for direction first.
    - Then they take matters into their own hands. Almost half said they search the Internet and 43% browse specific resources online.
    - But just 28% search their employers’ learning systems and only 21% rely on their L&D or HR departments.

    I don’t think that means that L&D is irrelevant; it is not. But learning follows the the path of least resistance. And that’s usually the people and systems in front of us every day. So we can make self-driven learning more meaningful by curating the right resources and tools, and by engineering useful connections and interactions.

    I cannot stress that enough. L&D should still design and facilitate courses and programs and manage LMSs. But the most forward thinking organizations are also creating new jobs like product managers and community managers and marketing managers to serve these new roles.
  • Changes like that really only happen when you start to shift everyone’s mindsets – from L&D as an “either / or” proposition to one that’s more holistic. But when you do, you’ll start to see organizations get ready to really put their money where their mouths are.

    According to the Bersin research, for example, the best L&D organizations are already delivering...
    - up to 20% fewer hours via formal training (ILT, vILT, elearning)
    - up to 30% more via experiential learning
    - up to 13% more via coaching and collaboration
    - and significantly more through on-demand resources like articles, videos and books

    And by “best”, I mean the ones who are delivering the most value to their stakeholders; they’re having an impact on employees and they’re moving the needle on business results.

    But in order to do all these things – to make L&D work differently – these organizations need new and better tools. You can’t really get mentoring inside an e-learning course, for example.
    - And in order to invest in those new tools, you need CLOs and L&D teams – and all the other stakeholders – to think differently about how they define learning.
  • So the last takeaway for today is this… If you really want to meet the needs of tomorrow’s learners, then you need to work differently. But in order to do that effectively, you’ll need some new tools. And in order to get your CLO, CHRO or other stakeholders behind any new strategy, you’ll need to get them to buy into this idea of “and”:
    - training for now and development for later
    - control and autonomy
    - formal and informal
    - sometimes and anytime

    This quote from BP really exemplifies that attitude for me. They’re not a client of ours. But they are doing all of this stuff. And they have totally reengineered their approach to onboarding as a result – from courses to real-time resources. And it’s working; they’re now investing millions of dollars into porting some of these new ideas and approaches onto their management and leadership development.

    If you’re curious how they’re doing it, we have a great blog post on our web site about the story. I’ll make sure we attach it to the link after today’s webinar.