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Learning Leader Symposium - Bersin 6-27-12

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Julie Duda of Bersin presented the latest trends in learning as part of the BLI Learning Leader Symposium conducted with the MACPA Innovation Summit on June 27, 2012

Julie Duda of Bersin presented the latest trends in learning as part of the BLI Learning Leader Symposium conducted with the MACPA Innovation Summit on June 27, 2012

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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
  • Transcript

    • 1. Next Generation Learningand TrendsOnsite Presentation for MACPA / Business Learning InstituteJulie DudaJune 27, 2012 Copyright © 2012 Bersin & Associates. All rights reserved.
    • 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 2
    • 3. What is Training? Myth vs. Reality WHO ADDRESSES THIS OTHER STUFF? All Learning Needs Traditional Role “training” Copyright © 2012 Bersin & Associates. All rights reserved. Page 3
    • 4. Copyright © 2012 Bersin & Associates. All rights reserved. Page 4
    • 5. Do You Remember 2000?How did L&D work in your organization?What were the big challenges?What kept your org up at night? Copyright © 2012 Bersin & Associates. All rights reserved. Page 5
    • 6. When did the World Change? Workplace 750 million people onThe Mobile, Borderless Workplace Facebook 130 million people on LinkedIn Peer 1.3 billion mobile phones Candidate 1.4 million iPads Customer Manager Employee 45% of workers are “contingent” Partner 75% of workers mobile Mentor Consumer-ization of Business Technology Contractor Copyright © 2012 Bersin & Associates. All rights reserved. Page 6
    • 7. 2012 Business EnvironmentInnovation, globalization, cost containment What Are Your Organization’s Top Business Challenges for 2012? © Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, ■ Dec. 2011 ■ May 2011 1/2010 Copyright © 2012 Bersin & Associates. All rights reserved. Page 7
    • 8. Today’s Talent Challenges Disruptive Changing Free Agent Too Many SpecializationDemographics Economy Candidates Copyright © 2012 Bersin & Associates. All rights reserved. Page 8
    • 9. #1 Risk Loss of Customers #2 Risk Talent and Skill ShortagesCopyright © 2012 Bersin & Associates. All rights reserved. Page 9
    • 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 10
    • 11. Why L&D?In 2011… Copyright © 2012 Bersin & Associates. All rights reserved. Page 11
    • 12. Top 2011 L&D Challenges Copyright © 2012 Bersin & Associates. All rights reserved. Page 12
    • 13. By 2011 HILOs Contribute to OrgPerformance in 3 Ways Skills and Talent / LearningCompetency Capability CultureDevelopment Development Development Increasingly, talent needs drive learning programs. Copyright © 2011 Bersin & Associates. All rights reserved. Page 13
    • 14. A Traditional Approach  Some attention given to before and after…  Primary emphasis and most resourcesBefore Intervention After given to intervention;  Training function has little to no The Learning Function’s ownership for Responsibility the rest. Copyright © 2012 Bersin & Associates. All rights reserved. Page 14
    • 15. How Real Corporate Learning Occurs We need to optimize this Information in Support of Work, 20% Coaching On the Job, 70% Not just this Formal Training, 10%Bersin & Associates ResearchHigh Impact Learning Organization 2008 Copyright © 2012 Bersin & Associates. All rights reserved. Page 15
    • 16. Learning - Where are we headed? Copyright © 2012 Bersin & Associates. All rights reserved. Page 16
    • 17. A New Role for L&DThe “Enabler and Facilitator” of Learning Traditional Modern Copyright © 2012 Bersin & Associates. All rights reserved. Page 17
    • 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 18
    • 19. A Continuous Learning Approach Learning Environments Copyright © 2012 Bersin & Associates. All rights reserved. Page 19
    • 20. The Continuous Learning ModelExpert Continuous Learning Career Communities Curriculum of Practice Social Coaching Networking Mentoring E-learning Mobile courses Learning Training Event Job AidsNovice Traditional Training Time Copyright © 2012 Bersin & Associates. All rights reserved. Page 20
    • 21. The Learning EnvironmentExpanding the Definition of Blended Copyright © 2012 Bersin & Associates. All rights reserved. Page 21
    • 22. TELUS Evolution to Learning 2.0 Tags / Ranking Social LearningLearning 1.0 Self-Service & PullStructured Learning User Generated Content Informal LearningClassroom & ElectronicTop-Down & Push Learning 2.0 Collaborative & Structured LearningCentralized ContentTaxonomies Comments / Discussion Real Time + On DemandTraining Vendor Experts CommunityScheduled & Planned Experts Google Like SearchLocalized Search Plus Learning 1.0 Copyright © 2011 Bersin & Associates. All rights reserved.
    • 23. But do We Know what Really Matters? Great Corporate Strong CLO and Excellent Use of rich media University Alignment L&D Skills and social tools Excellent Training Innovative and E-Learning program design Have we created an organization which truly has a culture to learn? Does leadership Is expertise Are decision- Do people share reinforce the need rewarded and making processes information to learn? valued? clear? openly? Do people feel Do we take Do people Do we listen empowered to the time to move around to customers point out errors? reflect? and take risks? openly? Copyright © 2011 Bersin & Associates. All rights reserved.
    • 24. What About Learning Culture? Copyright © 2012 Bersin & Associates. All rights reserved. Page 24
    • 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 25
    • 26. What challenges does L&D face? Bersin & Associates, High-Impact Learning Organization research 2011 Copyright © 2012 Bersin & Associates. All rights reserved. Page 26
    • 27. Less informationA Process, not a Project collected in a consistent and regular process is better than more information collected once. Measurement as a Measurement as a Project Process 20% Analysis 80% Analysis 80% Data Capture 20% Data Capture Copyright © 2012 Bersin & Associates. All rights reserved. Page 27
    • 28. ®Impact Measurement Framework© Bersin & Associates 1 Satisfaction 2 Learning 3 4 5 6 7 Adoption Utility Efficiency Alignment Attainment Did you reach the How well do programs solve the workforce’s How efficient and How well were How well did you desired audience? particular problems? cost-effective program business meet specifically Did they complete or How well did it align How did it compare priorities defined? defined client comply as desired? to the specific job-related to other similar programs How well did business (business user Who did not comply problems and issues? or competitive programs? units buy off on the or customer) objectives? and why? Would learners recommend How well did it use value of this program These may be this program to their peers? learner’s time? revenue, time to relative to other investments? market, compliance, time to complete, etc. 10 Contribution 11 Feedback 13 Activity Individual Performance Organizational Performance Indicators asked of learners and managers to gauge General business measures or HR measures which are performance improvements. already captured in the organization (ie. engagement, 8 Specific operational measures identified in the 9 retention). Special surveys can be used to determine performance consulting process. indicators using the “wisdom of crowds.” Copyright © 2012 Bersin & Associates. All rights reserved. Page 28
    • 29. Criteria for an EffectiveMeasurement Process1. 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 © 2012 Bersin & Associates. All rights reserved. Page 29
    • 30. Modern Enterprise Learning IndexA 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 Copyright © 2011 Bersin & Associates. All rights reserved. Page 30
    • 31. MAX Components & Features One place for everyone in the firm to access development that drives business results •Entry Point for All Roles •Leverage metrics to Drive •Live, Interactive •Program Decision Making Classroom without Travel Registration, Access & •Producer Profile Expense Reporting Capability •Breakout Rooms •PDG Historical •Nov 2009 •Record & Playback Development & Sessions Designation Transcript •July 2009 •July 2009 Development Instructor Led Analytics Highway Virtual Classroom •Self-Paced eLearning •Communities of Practice •Skills/Competency and Courses •Discussion Forums Performance •Program Materials •Collaborative Knowledge Management (PDF, Audio) Sharing •Development Planning •2009-2010+ •2010 •Bench Development & Succession Planning •2010+ Independent Online Talent Study Communities 31
    • 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. Copyright © 2012 Bersin & Associates. All rights reserved. Page 32