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1. INSIGHTS FROM LINKEDIN’S
WORKPLACE
LEARNING
REPORT:
TRENDS, CHALLENGES
AND SOLUTIONS
Britt Andreatta, PhD
2017

2. Britt Andreatta, PhD
Consultant, Speaker, and
Top LinkedIn Learning Instructor
Britt@BrittAndreatta.com

3. Britt Andreatta, PhD

4. 1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
4
Top 2017 workplace learning trends

5. 4 Report value to the individual and
the business
3 Develop a tightly executed
communication plan
2 Deliver modern learning experiences to
meet expectations from modern learners
1 Don’t just take orders. Identify
real training needs.
5 Build a culture of learning, one
that rewards growth
5
How to Succeed
in the Future
State of L&D
5 key strategies to make the shift

6. 1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
6
Top 2017 workplace learning trends

7. 7

8. The training L&D
provides is
in line with its
top objectives
4 Support career development
for employees
3 Train all employees globally
in one cohesive way
2 Help employees develop
technical skills
1 Develop managers and
leaders
8

9. 9
What are the most
important skills
that you/your team
provide training
for?

10. Leadership/People Management
Career Development/Soft Skills
Customer Service
Compliance Training
Program and Project Management
Business Operations/Analysis
Information Technology
Sales
Human Resources
Product Management
Software Development/Engineering
Administrative Support
Marketing
Data Science/Analysis
Creative Design
Accounting
Finance/Purchasing
Architecture/Civil Engineering
Other
52%
44%
40%
37%
23%
23%
22%
20%
14%
14%
11%
9%
8%
8%
6%
3%
3%
1%
17%
10
What are the most
important skills
that you/your team
provide training
for?

11. Coaching
Leadership Communication
Teams and Collaboration
Employee Engagement
Strategic Planning
Organizational Culture
Leadership Capacity
Executive Leadership
Crisis Management
57%
51%
42%
40%
30%
25%
20%
11%
7%
11
Specific
Leadership/Peopl
e Management
skills
(among L&D
professionals who
selected it)

12. 1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
12
Top 2017 workplace learning trends

13. of learning
professionals say
L&D is
centralized
2/3
of learning
professionals
say L&D is
decentralized
1/3
13
L&D differs across
organizations.
There’s no
gold standard.

14. 14

15. L&D focus differs across SMBs and larger organizations.
LARGE ORGSSMALL ORGS
(1K or fewer employees) (Over 1K employees)
51% 58%Develop managers
and leaders
36% 40%
Support career development
for employees
44% 35%
Help employees develop
technical skills
15

16. 1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
16
Top 2017 workplace learning trends

17. of L&D pros agree that
developing employees
is top-of-mind for
the executive team.
of executives agree
there is a skills gap
in the U.S. workforce.
of executives say that
L&D programs would
help close the gap.1
80%
17
Developing employees is important to executives,
but demonstrating value proves challenging
92% 90%

18. Business impact
is the No. 1
measure desired by
CEOs.
ROI is the No. 2
measure desired by
CEOs.
Yet, only 8%
currently see the
business impact of L&D.
And, only 4%
currently see ROI of
L&D.
18
Leadership craves impact and ROI data

19. Qualitative feedback from attendees at instructor-led classes
Positive feedback from line managers that employees are more productive
Satisfaction of attendees at instructor-led classes
Qualitative feedback from employees about online courses
Satisfaction of employees using online courses
Length of time an employee stays at the company after completing a training
Number of employees getting promoted as a result of completing a training
Number of attendees at instructor-led classes
Number of online courses completed
55%
54%
45%
34%
26%
24%
17%
17%
17%
19
What are the top ways you measure
the success of L&D at your company?

20. Having a limited budget
Getting employees to make time for L&D
Having a small L&D team
Demonstrating ROI
Aligning to the company’s overall strategy
Building employee awareness of L&D programs
Getting executive buy-in
Engaging employees during L&D programs
49%
46%
34%
32%
20%
19%
18%
17%
20
L&D top challenges are tied to
demonstrating business impact

21. Phases of growth
Know where you are, to know where you’re going
21
Predict your
organization’s
training needs
using the
Greiner Curve
My favorite tool for building a
robust L&D strategy is to use
the Greiner Curve. You should
start building for the next phase
now so that your talent is ready
when it arrives.
Britt Andreatta, PhD
Speaker, Consultant,
Top LinkedIn Learning Instructor

22. NO
W
Where are you now and which crisis point is coming?
T
22

23. T
23
Founders build
org
A few ppl wear
many hats
Informal &
spontaneous
T = need to
bring in
professional
leaders

24. T
24
New leaders
bring new
expertise and
experience
Org continues
to expand
T = gets too
large for top
leaders to
oversee

25. T
25
Start adding
layers to
hierarchy
Top leaders
focus on
strategy while
day-to-day
delegated
T = size
strains current
structure, lots
of variance
across org

26. T
26
Policies,
procedures and
processes bring
stability
Some leaders and
talent leave for
smaller orgs
T = begin “police-
ing” lowest
common
denominator and
tie up org in red
tape

27. T
27
Move to more
agile and
scalable
methods
Hire leaders
with EQ and
trust their
judgment
T = hit limit of
org’s ability to
grow on own

28. T
28
Growth via
partnerships,
licensing,
franchises, M&A
Influx of other
org’s values,
visions, etc.
T = eventually
dilute culture and
need to clarify
vision, mission,
values and
purpose

29. LEADERS/EXECUTIVES
MANAGERS
EMPLOYEES
Which skills and competencies will be needed
by your employees, managers and leaders? 29

30. Look at the cost
of attrition
Show the true cost
of disengagement
30
Provide metrics that’ll get your leaders
to sit up and take notice
Most leaders do not fully
appreciate the financial costs
of losing top talent or having
disengaged employees. I use
two key metrics to get leaders
to set up and take notice.
Britt Andreatta, PhD
Speaker, Consultant,
Top LinkedIn Learning Instructor

31. TECHNICAL/LEADER-LEVEL EMPLOYEE
Annual Salary + Benefits
COST TO REPLACE
EACH EMPLOYEE
$312,000SHRM%
X 250%
ENTRY-LEVEL EMPLOYEE
Annual Salary + Benefits
COST TO REPLACE
EACH EMPLOYEE
$30,000SHRM%
X 50%
$125,000
$60,000
31
The cost of
replacing an
employee is
50%–250%
of their annual
salary +
benefits

32. Headcount
COST TO REPLACE
EACH EMPLOYEE $32,675,700
Disengagement rate
x 17.2%
# disengaged employees
= 641
Median annual salary
Gallup % cost of disengagement
x 34%
Annual cost per disengaged employee
= $51,000
$150,000
3,725
32
The cost of
disengagemen
t
Gallup estimates 17.2% of the
U.S. workforce is actively
disengaged.

33. A communication plan will help to:
Progressive L&D professionals
are using communication
plans as the backbone of
their L&D strategy.
Todd Dewett, PhD
Educator, Professional Speaker,
and Top LinkedIn Learning
Instructor
Recruit and use high performers and successful
change agents to act as catalysts in the field.
Sell your capabilities with the user in mind.
Audit and self correct plans midway through an
effort.
Keep the base informed using different channels.
33
Develop a
tightly executed
communication
plan

34. Your communication plan should be customized to each of these four audiences:
T L B C
Team
Members
Learners Business
partners
Customers
34
Understand your audience

35. 1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
35
Top 2017 workplace learning trends

36. The average shelf
life of skills is less
than five years
36

37. at the point
of need
52%
in the evenings
and weekends
47%
at their
office desk
42%
when alerted
to updates
30%
on the way to
and from work
27%
37
When modern learners engage

38. 4 Counterbalances poor managers who don’t
provide enough performance coaching
3 Creates opportunities to network with
other employees
2 Empowers employees to craft their own
career development paths
1 Supports the human need to improve
and develop mastery
5 Keeps employees connected to the
infrastructure and values of the organization
38
Report value to
the individual
and the business
5 ways to display value of learning
to employees

39. 1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
39
Top 2017 workplace learning trends

40. of L&D professionals surveyed were
willing to recommend their own L&D
programs to peers.
Only 60%
have a “seat at the table.”
40
L&D professionals see
room for improvement
in their own programs

41. Psychological Behavioral Convictional
change in understanding Change in actions Revision of belief system
41
Transformative learning

42. In-house instructor-led classes
Peer-to-peer coaching
Online training/eLearning (created in-house)
Online training/eLearning (via external provider)
Conferences
Certification programs
Tuition reimbursement
External instructor-led classes
Journals, publications, books
External coaching
Other
78%
61%
58%
49%
49%
42%
39%
38%
30%
26%
3%
42
Instructor-led classes are the No. 1 way
L&D professionals train employees

43. Curate modern
learning experiences,
not just
learning programs.
A modern learning
experience focuses
on creating real
behavior change.
43
Deliver modern learning experiences
to meet expectations from modern learners

44. organizations are starting to
incorporate video-based online
training into their learning cultures.
44

45. The single biggest
driver
of business impact is
the strength of an
organization’s
learning culture.
45
Build a culture of learning, one that rewards growth
Josh Bersin
Principal and Founder
Bersin by Deloitte

46. About LinkedIn Learning Solutions
At LinkedIn, we believe learning and economic opportunity are intertwined.
We champion online learning as a way to build skills, achieve goals, and
transform careers. Combining Lynda.com’s 20 years of high-quality, skills-
based courses with unique LinkedIn insights from over 467 million
professionals, we help people identify and learn the skills they need to
succeed. Through individual, corporate, academic and government
solutions, members have access to our digital library of over 10,000
expert-led courses in five languages. Together with more than 10,000
organizations and over 4 million professionals, we are helping to create
economic opportunity for the global workforce.
Visit our website: learning.linkedin.com

47. Explore the entire 2017
Workplace Learning Report
Bonus
materials
Watch this course for a deeper
dive on building strategic L&D

48. Questions +
Comments
Consultant, Speaker, and
Top LinkedIn Learning Instructor
Britt@BrittAndreatta.com

49. INSIGHTS FROM LINKEDIN’S
WORKPLACE
LEARNING
REPORT:
TRENDS, CHALLENGES
AND SOLUTIONS
Britt Andreatta, PhD
Thank you!
2017