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Getting Comfortable with Change The Business Case for Online Employee Learning

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The way we work is changing. Jobs that existed 10 years ago no longer exist, and new jobs are being created every day. By 2025, 75 percent of the workforce will be Millennials. To stay competitive in this ongoing talent war, organizations' C-suites are shifting their priorities to reskilling and upskilling their workforces.

With the pace of change accelerating faster than ever, the need to maintain a competitive advantage becomes a major factor in whether a business fails or succeeds. This is why online employee learning is a major component of forward-thinking organizational strategy.

BizLibrary's Erin Pinkowski will help you build a business case for online employee learning that will align with your organizational goals and provide your employees with the professional development opportunities they're looking for.

In this webcast, you'll learn:

- How to handle technological and demographic changes in the workplace

- Why it's important to understand changes in the learning and development priorities of employees and the C-suite

- Five core elements of a business case for online employee learning

- How to strategically organize your business case to highlight the benefits for the entire organization

Published in: Recruiting & HR
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Getting Comfortable with Change The Business Case for Online Employee Learning

  1. 1. Presenting Today Erin Pinkowski VP of Marketing BizLibrary Katie Miller Marketing Specialist BizLibrary
  2. 2. www.bizlibrary.com/demo
  3. 3. Poll Question On a scale from 1-5, how different is your workplace today vs. 5 or 10 years ago? A. 1 – Nothing has changed B. 2 – A few things have changed C. 3 – Things have changed, but nothing major D. 4 – The majority of things are different E. 5 – Everything is different
  4. 4. Poll Question Do you feel that the pace of change is accelerating? A. Yes, the pace of change is accelerating B. No, I don’t feel the pace of change is accelerating
  5. 5. • How to handle technological and demographic changes in the workplace • Why it’s important to understand changes in the learning and development priorities of employees and the C-Suite • Five core elements of a business case for online employee learning • How to strategically organize your business case to highlight the benefits for the entire organization
  6. 6. Technology Changes Everything
  7. 7. Today1995 - Don’t get into strangers cars - Don’t meet people from the internet Literally summon strangers from the internet to get into their car.
  8. 8. Technology Changing Work
  9. 9. New Jobs
  10. 10. By 2025, Millennials will make up 75% of the workforce. https://www.weforum.org/agenda/2015/02/3-ways-millennials-are-changing-the-world-of-work/
  11. 11. The average worker today checks their smartphones 9-10x per hour We forget as much as 90% of what we learn within one day
  12. 12. of employees voluntarily left their jobs in 2018 Of employees will leave their jobs each year by 2023 to go to work somewhere else 27% 35% Voluntary Turnover
  13. 13. Top 10 Categories for Leaving in 2018 To improve employee retention, organizations must identify and implement data aligned interventions 77% of the reasons employees quit could have been prevented by the employer
  14. 14. C- level Challenges Human Capital Innovation Customer Relationships Branding
  15. 15. Attracting & Retaining Talent
  16. 16. Executives are Focused on Talent 81% 90% of executives say talent is the number one priority at the company of executives say that learning and development is a necessary benefit to the employees at the company https://learning.linkedin.com/content/dam/me/learning/en-us/pdfs/linkedin-learning-workplace-learning-report-2018.pdf
  17. 17. Poll Question The most common objection from senior executives about learning initiatives is… A. Training and development does not impact the bottom line B. The cost of training is more than a benefit C. Things are fine the way they are D. Something else (type in chat) Poll Question
  18. 18. The Business Case for Online Employee Learning
  19. 19. Companies with Learning Cultures Outperform their peers:​ Benefits of a Learning Culture They are 32% more likely to be first to market. They have 37% greater employee productivity. They have 34% better response to customer needs. They have 25% greater ability to deliver the quality of products. They generate, on average, 3x higher profit growth.
  20. 20. Employees Want Training 87% of millennials say development is very important in a job 69% non-millennials say development is very important in a job https://learning.linkedin.com/content/dam/me/learning/en-us/pdfs/linkedin-learning-workplace-learning-report-2018.pdf
  21. 21. How Do Employees Prefer to Learn? At Work Their Own Pace Point of Need 68% 58% 49%
  22. 22. Online Learning Makes Sense Scalable Effective Economical Efficient Adaptable Available
  23. 23. Distractions Keep Employees Learning Retention Low WHAT WORKS? Learning BoostsLearning Bursts
  24. 24. Post-Training Reinforcement
  25. 25. How to Make the Case for Online Learning
  26. 26. CEOs Want to See Business Strategy Impact and ROI INPUT: “Last year, 78,000 employees received formal learning.” EFFEICIENCY: “Formal learning costs $2.15 per hour of learning consumed.” REACTION: “Employees rated our training very high, averaging 4.2 out of 5” LEARNING: “92 percent of participants increased knowledge and skills.” APPLICATION: “At least 78 percent of employees are using the skills on the job.” IMPACT: “Our programs are driving our top five business measures in the organization.” ROI: “Five ROI studies were conducted on major programs, yielding an average of 68 percent ROI.” AWARDS: “Our learning and development program won an award for Chief Learning Officer magazine.” MEASURE WE CURRENTLY MEASURE THIS WE SHOULD MEASURE THIS IN THE FUTURE MY RANKING OF THE IMPORTANCE OF THIS MEASURE 94% 78% 53% 32% 11% 8% 4% 40% 85% 82% 22% 28% 61% 96% 74% 44% 6 7 8 5 4 1 2 3 *The ROI Institute and Chief Learning Officer magazine Study
  27. 27. 5 Key Elements in a Business Case for Online Employee Learning Scenario Analysis Cause/Effect Analysis KPI’s for Each Benefit Risk of the Status Quo Align with Organizational Goals 1 2 3 4 5
  28. 28. 1 Scenario Analysis Most likely results Worst-Case Scenario
  29. 29. Cause and Effect Analysis EMPLOYEE BENEFITS COMPANY BENEFITS FINANCIAL BENEFITS Study at your own pace: Employees have the ability stop and start courses Convenience: Anytime, Anywhere. Courses and online resources are available to employees 24/7 Employees can create and manage their own Learning Plans Simplified certification process Employees are able to view a personal dashboard of courses assigned to them, view a record of their transcript of courses. Some training available to all employees, no matter location - Anytime, anywhere reporting - Built in testing evaluation capabilities, allow to easily run reports - More customized learning plans to ensure that they have mastered difficult concepts Better control over all aspects of the training experience through one standard, centralized access point (registering, approval, tracking, reporting) Increase alignment between employee goals and corporate objectives Improved visibility into learning and performance data Reduced costs for travel and training facilities. Reduced time away from the job, no missed productivity - Hosted services eliminates the need for installation into a company network - Eliminates the cost of internal supports 2
  30. 30. BUSINESS IMPACT Improve employee performance in areas that improve organizational outcomes Increase the company's overall customer service score to a 9.0 out of 10.0 cost for their onboarding dropped from $3000 to $1000 per new hire Low performing employees tripled the amount of sales from the previous month Saved $1,200 each class. In total, online learning helped save $14,400 each year for this one class, alone
  31. 31. 3 KPI’s For Each Benefit Identify the KPI’s for the business problem you are trying to solve What will improved performance look like, who will know?
  32. 32. 5,000 customers -> each is worth $20,000 -> You increase customer retention by 1% = $1 Million Doesn’t have to be complicated…
  33. 33. Risk of the Status Quo 4 What could happen if everything stays the same? What could happen to the company’s bottom line? Could the company lose customers? Employees? Or market share? (Retention and employee turnover – example) Could some future costs be avoided if the investment is made today? $
  34. 34. Consider unmet business challenges, for example: Employee Turnover Work Institute 2019 Retention Report FOR THE 9TH CONSECUTIVE YEAR, CAREER DEVELOPMENT LEADS REASONS WHY EMPLOYEES QUIT • The Work Institute estimates that the cost to lose a U.S. worker is $15,000. • U.S. employers have lost $617 billion to employee turnover. $469 billion in turnover costs were controllable if employers aligned interventions with retention requirements. • Since 2010, costs associated with voluntary employee turnover have nearly doubled from $331 billion to $617 billion. • At the current trend, that number could be $800 billion by 2023.
  35. 35. Goal Alignment 5 A process of continued adjustment to keep the parts in their correct relative position.
  36. 36. Examples of Barriers to Program Adoption Will employees participate, use it, etc…. What’s the value? What is the cost? Is this relevant to our business’s needs?
  37. 37. RESISTANCE SUCCESS STRATEGIES No Help • Create an advisory committee • Use a coach • Ask supervisors for support and provide them tools Communication • Work with your internal learning team to develop strategies for high-level and end-user communication Not Enough Time • Focus on just-in-time learning; search and learn, job aids • Deliver kickoff events, blended learning, learning labs • Emphasize time management courses • Create learning in progress signs Fear and Anxiety • Nurture safety and trust with perceived freedom of choice • Focus on individual needs and help folks to see the benefits of having online learning available Not Relevant • Emphasize on-the-job application • Understand the goals of others and ask questions: “how can you use this initiative to meet your goals?”
  38. 38. Your Business Case 1. Executive summary (1 page) Objective sentence and bullet points on each key element 2. Current Situation (1-2 pages) The business challenges being addressed and business goals that will be met with the solution 3. Proposed Situation (2-3 pages) Explanation of the solution – include a simple statement of each expected benefit and risk assessment of the status quo
  39. 39. 4. Explanation of Business Benefits (2-3 pages) A thorough analysis of the bottom-line impact including business benefits gains and costs of the proposed solution (ROI) *Emphasis on business benefits 5. Conclusion (1 page) Executives will “bottom-line “it, so they will inevitably read the summary and conclusion before reading anything else. Be concise and cover each major element of business case 6. Support Material (3-4 pages) Include supporting material, data, and research. Your Business Case
  40. 40. Key Takeaways How to handle technological and demographic changes in the workplace Why it’s important to understand changes in the learning and development priorities of employees and the C-Suite Five core elements of a business case for online employee learning How to strategically organize your business case to highlight the benefits for the entire organization
  41. 41. Questions?
  42. 42. Boosting Employee Retention Video Course This video course defines and explains how to create a high-performance work system, as well as discusses the costs and causes of employee turnover. In addition, it covers pay for performance plans and explains how to gather and analyze employee satisfaction data. Finally, viewers will learn how to create a culture that promotes work-life balance and examine some advanced strategies for improving employee retention. After viewing this video lesson, learners should understand the factors that drive retention and have the tools necessary to reduce turnover at their organization. Boosting Employee Retention
  43. 43. Leadership and Change: Creating a Case for Change This video lesson, "Creating a Case for Change," is the fourth in a series of nine. From it, the viewer will learn the three components for building a case for change: creating a sense of urgency, appealing to the logical side of the brain, and appealing to the emotional side. Creating a Case for Change
  44. 44. Click the link in the chat, if you’d like a free demo of BizLibrary’s online course collection. www.bizlibrary.com/demo Try out these video lessons and more!
  45. 45. Thank you for attending! Katie Miller Marketing Specialist BizLibrary Erin Pinkowski VP of Marketing BizLibrary

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