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Using an Evidence-Based Learning Strategy to Win Hearts and Minds

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Ruth Stuart (L&D Research Advisor, CIPD) and Laura Overton (Managing Director, Towards Maturity) look at how L&D leaders can use evidence to win the hearts and minds of business stakeholders, align more effectively with business needs, demonstrate value and improve their own performance.

This was first shared at tthe CIPD L&D Show in May 2015 and a resource pack of useful evidence sources is also available. Contact us if you would like a copy of the evidence resources.

www.towardsmaturity.org/benchmark
www.cipd.co.uk

Published in: Data & Analytics
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Using an Evidence-Based Learning Strategy to Win Hearts and Minds

  1. 1. Creating an evidence-based strategy 13th May 2015 Laura Overton, Founder – Towards Maturity @LauraOverton Ruth Stuart, L&D Research Adviser – CIPD @RStuartCIPD
  2. 2. HOW DOES L&D DELIVER BUSINESS VALUE?
  3. 3. Achieving alignment @RStuartCIPD @LauraOverton Achieving greater business alignment is the number 1 focus for L&D professionals over the next 2 years …organisations that measure the impact of L&D are more likely to be aligned to business needs…
  4. 4. Lack of clarity regarding the business strategy Changing / conflicting business priorities Lack of business insight Barriers to alignment L&D undervalued Silo culture Lack of resources @RStuartCIPD @LauraOverton
  5. 5. Learning evaluation • Half do not conduct any evaluation on the majority of L&D activities, or limit it to satisfaction • Just 7% evaluate the wider impact on the business and/or society @RStuartCIPD @LauraOverton
  6. 6. WHICH OF THE FOLLOWING BUSINESS OUTCOMES JUSTIFY A SUBSTANTIAL INVESTMENT IN WORKFORCE DEVELOPMENT? → Lower employee turnover → Increased employee engagement → Positive ROI → Change in business direction → Reduced cost → Increased productivity → Greater responsiveness to the new → Increased profitability → Stronger Employee brand
  7. 7. 55% Increased productivity 40% Greater responsiveness to new 39% +ve employee engagement 37% Increased profitability 36% Lower employee turnover ECONOMICS INTELLIGENCE UNIT EVIDENCE 22% Positive ROI 18% Reduced cost 14% Change in business direction 11% Stronger Employee brand Economic Intelligence Unit Sept 2014
  8. 8. Today’s L&D professionals also want more.
  9. 9. Data-Driven Decision Making Business leaders use data to: Persuade Prioritise Personalise Predict Plan Improve performance Outperformer: An organisation with clear purpose that uses benchmarking to continually stay ahead of its peers! “ ”
  10. 10. WHAT EVIDENCE IS THERE THAT CAN A MODERNISED LEARNING STRATEGY CAN ADD REAL BUSINESS VALUE? Persuade and Prioritise
  11. 11. Gaining Market Share 17% rise in customer satisfaction 10% improvement in revenue Talent 9% reduction in attrition 17% improvement in engagement 14% improvement in productivity 12% reduction in time to competency Deliver New Products & Services Change new products & services 23% faster Roll out new IT applications 26% faster Independent evidence from over 400 L&D leaders:
  12. 12. Gaining Market Share 17% rise in customer satisfaction 10% improvement in revenue Talent 9% reduction in attrition 17% improvement in engagement 14% improvement in productivity 12% reduction in time to competency Deliver New Products & Services Change new products & services 23% faster Roll out new IT applications 26% faster Independent evidence from over 400 L&D leaders: AND Deliver Efficiency - 17% Cost reduction +21% Volume - 22% Delivery time - 20% Study time
  13. 13. How Do our Staff Learn Best? 91% learners learn from collaboration with team workers 81%from manager support 73%from web search 64% from formal education courses 50% from live online learning, mobile or self paced e-learning 82% want to learn at their own pace
  14. 14. What is stopping staff from learning online? 63% Lack time 40% Can’t find what they need 41% Irrelevant content 28% Lack of somewhere appropriate to study 26% Uninspiring content 25% Technology issues 22% unclear objectives 5,700 staff
  15. 15. ONLY 1/3 OF L&D LEADERS KNOW HOW THEIR STAFF ACTUALLY LEARN AT WORK… This type of evidence helps us to Predict and Plan
  16. 16. Metrics used always or frequently Learner reflection (80%) Manager reflection & feedback (52%) HR metrics (e.g. absence) (39%) Standard internal measures (e.g. engagement) (37%) Strategic measures (e.g. business behaviours) (35%) Stakeholder reflection and feedback (35%) ROI (22%) @RStuartCIPD @LauraOverton Business metrics (32%)
  17. 17. Using the findings Always or frequently: • 66% update the L&D intervention • 52% share the results with the business • 53% review the delivery method • 49% share the results to specifically inform business strategy 1 in 5 say they produce a report of summary of the findings but rarely act on the data! @RStuartCIPD @LauraOverton
  18. 18. Those who are doing things differently are more likely to be aligned They always or frequently: • Update the L&D intervention (84% vs. 48%) • Share the results beyond HR (75% vs. 33%) • Share results to inform business strategy (71% vs. 29%) @RStuartCIPD @LauraOverton
  19. 19. Barriers IT systems 39% Funding 28% L&D / HR capability to conduct evaluation 25% Quality of data 32% Other business priorities 45% Other L&D / HR priorities 21% @RStuartCIPD @LauraOverton
  20. 20. Do we have the skills? • L&D: Evolving roles, enhancing skills research Analytical capability is a critical gap • Towards Maturity Benchmark: 96% consider programme evaluation a priority 41% say they have the skills in-house @RStuartCIPD @LauraOverton
  21. 21. To drive change and use evidence effectively we need to invest in ourselves first What skills do you need to build? 21@RStuartCIPD @LauraOverton
  22. 22. Data-Driven Decision Making Business leaders use data to: Persuade Prioritise Personalise Predict Plan Improve performanceOutperformer: An organisation with clear purpose that uses benchmarkingto continually stay ahead of its peers! “ ”
  23. 23. Note of caution about L&D benchmarks
  24. 24. About benchmarking TM Index THE TOP 10% New for 2014 Exploring effective practices of the top performing learning organisations
  25. 25. DNA of the Top Deck companies Improved application of learning in the workplace Faster response to changing business conditions Increased productivity on the job TOP DECK Average
  26. 26. New Learning benchmarks
  27. 27. Creating an evidence based learning strategy – where next? • External evidence • To influence change • Within the team • Within the business • To inform decision making • To focus on outcomes • Benchmarking • External evidence to improve internal performance • Internal Evidence • To engage and motivate • To inform @RStuartCIPD @LauraOverton Share your email address to receive a CIPD and Towards Maturity evidence resource pack
  28. 28. What will you do differently? 28@RStuartCIPD @LauraOverton
  29. 29. Thank you Get in touch at @RStuartCIPD or @LauraOverton 29

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