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Building a Global Learning Culture: (LT16)

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Building a learning culture that impacts individual and business performance is the holy grail of most L&D leaders. How do we shift the mindset of business leaders and learners- especially when they are scattered around teh globe? How do we transition from delivering online courses to creating an environment that stimulates sharing, communication and learning as a matter of course? This session, first delivered at Learning Technologies February 2016 draws on insights from over 600 l&D leaders in the latest Towards Maturity and the practical experience of the HR director of CCL Industries (previously Worldmark) who created an award winning Academy programme. We considered: 

- How to get started 
- How to get the board on board 
- How to win the hearts and minds of a global workforce 
- How to create hooks that deliver long lasting change 
- How to demonstrate value

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Building a Global Learning Culture: (LT16)

  1. 1. Building a Global Learning Culture Laura Overton, Founder and CEO, Towards Maturity (@LauraOverton) Anne Watson, HR Director, CCL Design - Electronics (@ExecutiveFocus) Learning Technologies February 2016
  2. 2. Great Culture attracts great people
  3. 3. APAC 14% Americas 10% Europe 71% ME, Africa, India 5% Over 600 L&D professionals from 55 countries 42% multinational organisations What can we learn from L&D leaders around the globe?
  4. 4. What does a great global learning culture look like? What challenges do we face trying to achieve it?
  5. 5. High Expectations of L&D professionals around the globe INDIVIDUAL PROCESSES EFFICIENCY PRODUCTIVITY AND ENGAGEMENT BUSINESS RESPONSIVENESS LEARNING CULTURE PROGRAMMEORGANISATIONCULTURE Improve induction 96 95% Speed up implementation of new processes 92 91% Improve productivity 95% 94% Adapt to individual need 94% Driving Business Innovation 76% 80% Improve organisational performance 79% 85% Share good practice 96% Increase self directed learning 77% (83% avg) Improve admin and management 94% 95% Increase volume 92 91% Multinational companies vs average, one figure = same
  6. 6. Not all global companies realising their aspirations INDIVIDUAL PROCESSES EFFICIENCY PRODUCTIVITY AND ENGAGEMENT BUSINESS RESPONSIVENESS LEARNING CULTURE PROGRAMMEORGANISATIONCULTURE Achieved by 41% 39% Achieved by 41% Achieved by 30% 29% Achieved by 25 24% Achieved by 22 21% Multinational companies vs average, one figure = same
  7. 7. # 1 Cultural differences (63%) Challenges for Multinational organisations # 2 Content 48%
  8. 8. In 2014, we discovered some are doing better than others Faster response to changing business conditions Increased productivity on the job TOP DECK Average 2014 T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS
  9. 9. Top Deck x3 x5 X8x5x3 They are more ready for the future of learning Quartile 1 (25%) Top Deck (10%) Quartile 2Quartile 3Quartile 4
  10. 10. Introducing…
  11. 11. CCL Global Employee Locations
  12. 12. The Business Challenge
  13. 13. Introducing the academy Download the full story at www.towardsmaturity.org/globalculture
  14. 14. The Key To Success
  15. 15. First step of journey 1. Strategic alignment 2. tactical business outcomes
  16. 16. Alignment Essential for Business Buy-In What can we learn from Top Deck L&D teams? Align business and learning outcomes Focus on the business first Have a plan for deliveringagreed businessmetrics 55% 84% 79% 36% Analyse the problem before recommending a solution BUSINESS BUY-IN
  17. 17. Consumer experience Focus on the individuals UNDERSTAND YOUR LEARNERS Welcome their ideas Listen first Are proactive in understanding how staff learn what they need Welcome innovation and contribution from staff 88% 51% 30% 86%
  18. 18. Winning hearts and minds Today’s learners are more self directed than we give them credit for: 77%rate working in collaboration with others as essential/very useful 69% of learners are motivated by technologies that allow them to network and connect with each other 70% use their own smartphone, 52% their own tablet for work-related learning MOTIVATED IDENTIFY & ACCESS RESOURCES UNDERSTAND OWN NEEDS TAKE INITIATIVE THE SELF- DIRECTED LEARNER
  19. 19. 76%of the Top Deck involve users in design (39% multinationals 35% average) LISTEN
  20. 20. The Top Deck INCREASE ACCESS TO COMMUNITY TO CONTENT TO TECHNOLOGY TO CLEAR COMMUNICATION AT THE RIGHT PLACE AND TIME
  21. 21. Thinking beyond the course TRANSFORM L&D Support learningat the point ofneed ThinkPerformance not course Consider the course as only ONE option for building performance Embrace models that support learning in the flow of work (such as 70:20:10} 86% 53% 47% 94%
  22. 22. Does work? 4x as likely to report that they are responding faster to business change 3x more likely to report an improvement in staff motivation (27% vs 8%) (42% vs 18%) 2x more likely to report a customer satisfaction increase (30% vs 7%) 102070Workflow Social Formal www.towardsmaturity.org/in-focus/2016/702010
  23. 23. Winning hearts and minds Creating hooks
  24. 24. Creating Hooks - What Did We Do?
  25. 25. Creating Hooks - What Did We Do?
  26. 26. Creating Hooks - What Did We Do?
  27. 27. Creating Hooks - What Did We Do?
  28. 28. Creating Hooks - What Did We Do?
  29. 29. Who do we need to work with to support a global culture? How do we connect with them? What challenges do we face trying to achieve it?
  30. 30. Impact
  31. 31. Monthly Statistics to Convince The Board
  32. 32. Achievements Internal promotions Staff retention Trusted providers Errors Downtime
  33. 33. Delivering results Improve productivity by 12% Reduce staff turnover by 9% Change processes 24% faster Decrease time to competency by 13% Increase cost efficiency by 26%
  34. 34. Building a global learning culture Q&A
  35. 35. Building a Global Learning Culture What are YOU going to differently as a result of today? @LauraOverton, Founder and CEO, Towards Maturity Anne Watson, HR Director, CCL Design – Electronics www.towardsmaturity.org/globalculture

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