Bridging the gap 2013


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9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .

The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need

You can find lauraoverton on linked in
Find out more about Towards Maturity at
Download the 2012-13 Towards Maturity Benchmark Study at

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  • Historically we have asked what are successful organisations doing with learning technologies & how can we learn from them?To identify emerging trends and changing practices in workplace skills delivery over time.To encourage effective practice by:Providing independent evidence to support business planning, effective learning technology strategy and implementationProviding all participants with a free personalised benchmark report with activity recommendations to support their journey with learning technologies 1,800 organisations have now taken part in the Towards Maturity’s industry leading benchmark and as a result we now know more about how to drive the transformation of learning than ever before. 500 people took part between June and August 2012
  • 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
  • 1 in 4allocate 30% or more of available training budget to learning technologiescompared to 1 in 4 in 2010 and 1 in 10 in 2008
  • Those in the Top Quartile for the TMI are spending a higher proportion of their time now in:Strategy and planningDevelopment and DeliveryThose in the bottom quartile for TMI (TM4) are more focused on:Administration and DeliveryAlthough the differences are less pronounced, TM1 also spend more time supporting informal learning and on collaborative learning.
  • Bridging the gap 2013

    1. 1. Bridging the gap What can we learn from topcompanies to integrate learning and work better? 30th January 2013 , Learning Technologies 2013 Data taken throughtout this session from the 2012/13 Towards Maturity Lauraoverton Benchmark Study Download at Lauraoverton
    2. 2. Background Towards Maturity Benchmark Survey 6th survey in 2012 • 500 respondents • 450 organisations • 65% senior managers • 37 nations • 28 different sectors: – 53% Private – 30% Public – 17% Not for ProfitLauraoverton 2
    3. 3. 9 out of 10 want to integrateLearning and Work Lauraoverton
    4. 4. How can we start to achieve this? Sharing good practiceImproving the application of learning in work Respond faster to business change Improve links with talent and performance Lauraoverton management
    5. 5. We are increasingly looking to technology to help usLauraoverton
    6. 6. What can we hope to achieve?• Today’s agenda – The bottom line – Characteristics of top learning companies – Integrating learning and work - 4 missed L&D opportunities – Bridging the gap Lauraoverton 6
    7. 7. What can we hope to achieve with technology enabled learning?THE BOTTOM LINELauraoverton
    8. 8. The figure to remember when creating your business case 22%Lauraoverton
    9. 9. Benchmarking effective practices TM IndexIn past studies we have analysed the implementation characteristics of top learning companies and grouped their behaviours into 6 work-streams of the Towards Maturity Model. These work-streams are at the heart of the Towards Maturity Index. Our definition of top learning Lauraoverton are those in the top quartile of the Towards Maturity Index. companies
    10. 10. Bottom Quartile 3rd 2nd Top Quartile TMI1 100 In 2012, those in the top quartile of the towards maturity index were: 7x more likely to report improved: Employee engagement Talent/performance management Ability to tailor to need Learning application Productivity 3x more likely to report improved: Ability to prove compliance Induction Efficiency Lauraoverton
    11. 11. Top learning companies are adding so much more to the bottom line see page 11 and following for full comparison 30%Lauraoverton
    12. 12. What are top learning companies doing differently?CHARACTERISTICS OF TOPLEARNING COMPANIESLauraoverton
    13. 13. They Invest Top learning 20% companies average allocate 30% of L&D budget to technology to help achieve goals They also allocate their resources differently as well….Lauraoverton
    14. 14. How do we allocate our resources generally? All Course delivery 30.00 25.00 20.00 Developing Other content 15.00 traditional 10.00 models 5.00 0.00 Collaboration Administrationnewmodels Supporting All Strategy/ informal planning learning
    15. 15. Top learning companies allocate more to supporting informal, strategy and planning and developing content ,less on admin and delivery Course delivery 30.00 25.00 20.00 Developing Other content 15.00 traditional 10.00 models 5.00 0.00 Collaboration Administrationnewmodels Supporting All Top quartile Strategy/ Lauraovertoninformal planning learning
    16. 16. For top learning companies , they use more technologies(but they are just part of the kit bag for achieving their business goals) Lauraoverton
    17. 17. They are more likely to use technologies to improvebusiness critical skills (not just compliance!)Lauraoverton
    18. 18. Top learning companies also show us that they are closer to using theseapproaches to integrate learning and work4 MISSED L&DOPPORTUNITIES Lauraoverton
    19. 19. At least 9 out of 10 organisations want to achieve these 4 things that will help us bridge the gap between learning and work But only 1in 5 believe they are making progress Top learning companies are twice as likely to report that they are achieving this So what can we learn from them?Lauraoverton
    20. 20. Sharing good practice The missed opportunities On average only 1 in 5 know how their staff are using social media to learn Compared to organisations in the 25% bottom quartile of the TM index top95% learning companies are 20x more likely to actively encourage collaboration See page 33 of main report for further Lauraoverton information on how top learning companies address this challenge
    21. 21. Improving links to talent and performance management The missed opportunities 1 in 5 Support on-boarding and recruitment Compared to organisations in the bottom quartile91% of the TM index, top learning companies are 20% 27x more likely to encourage staff to develop their own personal learning strategies See page 36 of main report for further Lauraoverton information on how top learning companies address this challenge
    22. 22. Application of learning back at work The missed opportunities Over third of us are not providing any kind of job aids 23% Compared to organisations in the94% bottom quartile of the TM index top learning companies are 3x more likely to use learning communities See page 34 of main report for further Lauraoverton information on how top learning companies address this challenge
    23. 23. Responding faster to business conditions The missed opportunities 3 in 10 Organisations support user generated content Compared to organisations in the bottom quartile of the TM index, top 25% learning companies are92% 7x more likely to have a strategy that responds to changing conditions See page 35 of main report for further Lauraoverton information on how top learning companies address this challenge
    24. 24. This is just the tip of the iceberg – there are plenty of other characteristics that set top Lauraoverton learning companies apart from other.
    25. 25. In SummaryBRIDGING THE GAP – IT’STIME FOR ACTIONLauraoverton
    26. 26. Bridging the Gap Innovative thinking Not technology Sharing Not isolation Experimentation Not slave to structureLauraoverton Action Not talk
    27. 27. Bridging the Gap, the 2012-13 research report is free to download thanks to our Ambassadors who share our passion for ensuring independent research is freely available to all
    28. 28. ABOUT Towards Maturity is an international benchmarking research company that provides independent expert advice and support to help organisations uselearning technologies to accelerate business performance. It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe. Since 2003 over 2200 organisations have contributed to Towards Maturity’s leading benchmarks. To download our case studies and benchmarks to support your business case for change go to Organisations can find out their own Towards Maturity Index and benchmark themselves directly with top learning companies for free at Lauraoverton