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BLI Learning Leaders Symposium - Bersin Trends in Learning
 

BLI Learning Leaders Symposium - Bersin Trends in Learning

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Julie Duda

Julie Duda

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  • What is the “other stuff”? Who addresses the “other stuff”?
  • ClassroomBindersVideosCBT – on CD-RomsEarly Adopters of e-learningLMS market was getting going
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. And workers are more connected than ever before.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is why…
  • In 2011, 98% of organizations said a primary purpose of their learning functions was to improve employee knowledge and skills.Seems about right, but what else?(And what about those other 2%?)In 2011, 87% also said:"to increase organizational talent capabilities."That's a great number. But.ONLY 26% believed they were actuallyany good at addressing major talent gaps.
  • Not a lot of consistency…Although many are still struggling with the basics.ALIGNMENT MEASUREMENT TRANSFER OF LEARNINGWere we prepared?Did we set ourselves up for success?What do these lists look like in 2021?
  • Rather than one intact learning program, they are a blend of approachesMade available to the intended audienceDeliberately staged to be available to the learner when neededEnvironments are designed for participation:Self-sustaining – can maintain with user-submitted contentMulti-modal - content can be quickly accessed in a variety of formsOpen structure – users can define and invent uses for the environment
  • How has all of this change changed how we measure and evaluate learning?
  • Keeping up with the needs of the businessContent-related problems (redundancy, management of content, design & development, etc.)Meeting the expectations of the workforce (geography, demographics, mobility) Upgrading my own skills (new roles, technology, etc.)Determining the effectiveness of trainingEffective, efficient use of technologyAddressing critical skills gaps

BLI Learning Leaders Symposium - Bersin Trends in Learning BLI Learning Leaders Symposium - Bersin Trends in Learning Presentation Transcript

  • Copyright © 2012 Bersin & Associates. All rights reserved. Next Generation Learning and Trends Julie Duda June 27, 2012 Onsite Presentation for MACPA / Business Learning Institute
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 2 Objectives for Today  Review the challenges facing learning organizations today and the resulting evolution of learning strategies.  Discuss new approaches for development.  Describe how measurement and evaluation of learning is changing.  Summarize the changes need to become a high- impact learning organization.
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 3 What is Training? Myth vs. Reality All Learning Needs Traditional Role “training” WHO ADDRESSES THIS OTHER STUFF?
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 4
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 5 How did L&D work in your organization? What were the big challenges? What kept your org up at night? Do You Remember 2000?
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 6 When did the World Change? The Mobile, Borderless Workplace Employee Mentor Peer Partner Candidate Customer Manager Contractor W o r k p l a c e 750 million people on Facebook 130 million people on LinkedIn 1.3 billion mobile phones 1.4 million iPads 45% of workers are “contingent” 75% of workers mobile Consumer-ization of Business Technology
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 7 2012 Business Environment Innovation, globalization, cost containment What Are Your Organization’s Top Business Challenges for 2012? © Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, 1/2010 ■ Dec. 2011 ■ May 2011
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 8 Today’s Talent Challenges Disruptive Changing Demographics Specialization Free Agent Economy Too Many Candidates
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 9 #1 Risk Loss of Customers #2 Risk Talent and Skill Shortages
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 10 The Ill-Prepared US Workforce  Only 32% of college graduates have “excellent” skills to enter the workforce  Only 16% of high school graduates have such skills. Missing are: • Professionalism/work ethic • Creativity and Innovation • Lifelong learning/self-direction • Critical thinking/problem solving  Only 18% of workforce training programs raise skills from “deficient” to “adequate”
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 11 Why L&D? In 2011…
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 12 Top 2011 L&D Challenges
  • Copyright © 2011 Bersin & Associates. All rights reserved. Page 13 Skills and Competency Development Talent / Capability Development Learning Culture Development By 2011 HILOs Contribute to Org Performance in 3 Ways Increasingly, talent needs drive learning programs.
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 14 A Traditional Approach  Some attention given to before and after…  Primary emphasis and most resources given to intervention;  Training function has little to no ownership for the rest. Before Intervention After The Learning Function’s Responsibility
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 15 How Real Corporate Learning Occurs Formal Training, 10% Coaching On the Job, 70% Information in Support of Work, 20% Bersin & Associates Research High Impact Learning Organization 2008 We need to optimize this Not just this
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 16 Learning - Where are we headed?
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 17 A New Role for L&D The “Enabler and Facilitator” of Learning ModernTraditional
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 18 Need for Informal Learning Which learning approaches drive the greatest business value in your organization? 72% of companies believe their most valuable learning approaches are informal, yet only 30% of resources are focused here
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 19 A Continuous Learning Approach Learning Environments
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 20 Continuous LearningExpert Novice Time The Continuous Learning Model Traditional Training Training Event Job Aids E-learning courses Coaching Mentoring Social Networking Career Curriculum Communities of Practice Mobile Learning
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 21 The Learning Environment Expanding the Definition of Blended
  • Copyright © 2011 Bersin & Associates. All rights reserved. TELUS Evolution to Learning 2.0 Learning 1.0 Structured Learning Classroom & Electronic Top-Down & Push Centralized Content Taxonomies Training Vendor Experts Scheduled & Planned Localized Search Learning 2.0 Collaborative & Structured Learning Social Learning Self-Service & Pull User Generated Content Tags / Ranking Comments / Discussion Community Experts Real Time + On Demand Google Like Search Plus Learning 1.0 Informal Learning
  • Copyright © 2011 Bersin & Associates. All rights reserved. But do We Know what Really Matters? Great Corporate University Strong CLO and Alignment Excellent L&D Skills Use of rich media and social tools Excellent Training and E-Learning Innovative program design Have we created an organization which truly has a culture to learn? Does leadership reinforce the need to learn? Are decision- making processes clear? Do people share information openly? Do people feel empowered to point out errors? Do we listen to customers openly? Do we take the time to reflect? Do people move around and take risks? Is expertise rewarded and valued?
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 24 What About Learning Culture?
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 25 Where L&D Measurement Is Today  Most organizations regularly measure satisfaction  Some organizations regularly measure impact  ROI has grown but few measure it regularly  Many excellent methodologies are now available  Most continue to struggle with: • Lack of resources and tools • Lack of an integrated “business plan” for learning • Lack of clarity on “what to measure” and “how to communicate” • How to make measurement actionable and repeatable
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 26 What challenges does L&D face? Bersin & Associates, High-Impact Learning Organization research 2011
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 27 A Process, not a Project 80% Data Capture 20% Analysis 20% Data Capture 80% Analysis Measurement as a Project Measurement as a Process Less information collected in a consistent and regular process is better than more information collected once.
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 28 Impact Measurement Framework® © Bersin & Associates Adoption Utility AlignmentEfficiency Attainment Did you reach the desired audience? Did they complete or comply as desired? Who did not comply and why? How well do programs solve the workforce’s particular problems? How well did it align to the specific job-related problems and issues? Would learners recommend this program to their peers? How efficient and cost-effective How did it compare to other similar programs or competitive programs? How well did it use learner’s time? How well were program business priorities defined? How well did business units buy off on the value of this program relative to other investments? How well did you meet specifically defined client (business user or customer) objectives? These may be revenue, time to market, compliance, time to complete, etc. Individual Performance Organizational Performance Satisfaction Learning Indicators asked of learners and managers to gauge performance improvements. Specific operational measures identified in the performance consulting process. General business measures or HR measures which are already captured in the organization (ie. engagement, retention). Special surveys can be used to determine indicators using the “wisdom of crowds.” 1 3 2 4 5 6 7 8 9 10 11 13 Activity FeedbackContribution
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 29 Criteria for an Effective Measurement Process 1. Is it easy to understand and implement? 2. Does it deliver reliable and credible information? 3. Does it deliver actionable information? 4. Is it inexpensive to operate and maintain? 5. Is it flexible to implement and change over time? 6. Is it relevant to your organization’s specific strategies? Does it represent your training goals and processes?
  • Copyright © 2011 Bersin & Associates. All rights reserved. Page 30 Modern Enterprise Learning Index A New Set of Measures  An Aggregate Index of 10 Indicators of Corporate L&D’s readiness/capacity to support learning agility and thrive in the face of transformative change (the L&D 10).  5 Internal Indicators of Org’s Capacity for the Approaches/Disciplines/Te chs of Modern L&D  5 External Indicators of Org’s Agility – Ability to remain in Alignment with Modern Biz Modern L&D Research, © Bersin, 2009, 798 respondents, www.bersin.com
  • 31 •Entry Point for All Roles •Program Registration, Access & Reporting •PDG Historical Development & Designation Transcript •July 2009 Development Highway MAX Components & Features 31 One place for everyone in the firm to access development that drives business results •Live, Interactive Classroom without Travel Expense •Breakout Rooms •Record & Playback Sessions •July 2009 Instructor Led Virtual Classroom •Self-Paced eLearning Courses •Program Materials (PDF, Audio) •2009-2010+ Independent Study •Leverage metrics to Drive Decision Making •Producer Profile Capability •Nov 2009 Analytics •Communities of Practice •Discussion Forums •Collaborative Knowledge Sharing •2010 Online Communities •Skills/Competency and Performance Management •Development Planning •Bench Development & Succession Planning •2010+ Talent
  • Copyright © 2012 Bersin & Associates. All rights reserved. Page 32 Summary 1. To drive the greatest business value, focus on building a learning environment that includes formal and informal learning approaches. 2. Become facilitators and enablers of learning. 3. Rethink traditional approaches to design and development by viewing learning as a continuous process and not a series of events. 4. Be accountable to talent needs. 5. Cultivate a learning culture. 6. Master measurement.