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Driving Learning Excellence

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Laura Overton chaired an interactive session with over 50 L&D leaders at Learning Technologies 2015 (#LT15uk) alongside a panel consisting:

Garry Hearn
Programme Manager Training Business Change
Ministry of Defence (DCTT)

Velda Barnes
Head of Learning and Development
Addaction

Jane Daly
Global Head of Learning & Development
M&S Offices

Laura Overton
Managing Director
Towards Maturity

Laura Pettit
Academy Lead, Leadership and Talent
Bupa Global Market Unit

The group drew on data from the Towards Maturity 2015 Towards maturity benchmark (http://towardsmaturity.org/2014benchmark) and discussed practical ideas around how to deliver learning excellence and the characteristics of learning leaders. This resource summarises the collective thinking of the room, providing insight and inspiration for those not able to join.

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Driving Learning Excellence

  1. 1. BusinessTransformationThroughLearning Innovation Feedback from an interactive workshop delivered at Learning Technologies 2015
  2. 2. This session is all about learning from the panel and from each other. These slides reflect all the conversations that took place at #LT15UK
  3. 3. You! Jane Daly Garry Hearn Laura Pettitt Velda Barnes Laura Overton You Inputs from seminar participants will be highlighted in gold Inputs from the panel will be highlighted in blue
  4. 4. WHAT DOES EXCELLENCE IN L&D LOOK LIKE? It provides: A customer-centric not learning- centric service Relevant learning experiences That are immediately applicable And aligned to business needs It Supports: Career paths On the job transfer A critically questioning and caring community Maintained motivation It results in : Engaged staff Positive Return on investment
  5. 5. WHAT IS HOLDING US BACK FROM DELIVERING LEARNING EXCELLENCE? Ourselves: L&D leaders are not leading change We are poor in articulating our value Training still seen as a means to an end (rather than learning seen as the start of the journey) Business Perception: Perception of training as an add on rather than an integral offering Lack of resources Not meeting the expectations of our customers Employees not encouraged to take ownership of their learning Organisational learning culture (or lack of!)
  6. 6. WHAT DOES THE EVIDENCE SAY? 600+ learning leaders 45 countries 5000 learners
  7. 7. L&D professionals today want even more.
  8. 8. L&D is Using more Technology 200% increase since 2010 19% budget allocated
  9. 9. 200% increase since 2010 19% budget allocated Delivering Efficiency - 17% Cost reduction +21% Volume - 22% Delivery time - 20% Study time L&D is Using more Technology
  10. 10. INCREASING PERFORMANCE GAP 87% wanted change 2014 74% wanted change 2010 51% reported benefits 31% reported benefits 53%Top Q 63%Top Deck
  11. 11. Delivering New Products & Services SO WHAT CAN LEARNING INNOVATION BRING TO THE TABLE? EXCELLENCE IS DEFINED BY THE BUSINESS Gaining Market Share Talent
  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 Delivering New Products & Services Change new products & services 23% faster Roll out new IT applications 26% faster & improve efficiency! EXCELLENCE IS DEFINED BY THE BUSINESS
  13. 13. How do we shift the focus from input to outputs?
  14. 14. How do we shift the focus from input to outputs? Turn your attention to the business and to customers rather than on the L&D team Attend the right meetings to understand the business need Make sure your team is equipped to have conversations about outputs Use evidence to illustrate that you can deliver more than just courses Be clear about your role in improving performance Be clear about manager’s roles and responsibilities
  15. 15. WHAT DOES THE EVIDENCE SAY?
  16. 16. WHAT DOES THE EVIDENCE SAY? 600+ learning leaders 45 countries 5000 learners
  17. 17. T O W A R D S M A T U R I T Y I N D E X TOP LEARNING COMPANIES 11 years of research show that results improve with maturity
  18. 18. T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING COMPANIES 11 years of research show that results improve with maturity
  19. 19. T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING COMPANIES 11 years of research show that results improve with maturity
  20. 20. DNA OF THE TOP DECK COMPANIES WE LOOKED AT WHAT THESE COMPANIES ARE DOING TO ACHIEVE SUCCESS
  21. 21. DNA OF THE TOP DECK COMPANIES 97% AGREE THEY SUPPORT THE SKILLS THE BUSINESS NEEDS
  22. 22. DNA OF THE TOP DECK COMPANIES 97% PROACTIVELY UNDERSTAND HOW STAFF LEARN WHAT THEY NEED
  23. 23. DNA OF THE TOP DECK COMPANIES 100% CONSIDER THE COURSE AS ONLY ONE OPTION FOR BUILDING SKILLS AND PERFORMANCE
  24. 24. DNA OF THE TOP DECK COMPANIES 90% ENSURE INDIVIDUALS HAVE THE CHOICES AND INFORMATION THEY NEED
  25. 25. DELIVERING PEAK PERFORMANCE 3X LIKELY TO SEE IMPROVED PRODUCTIVITY & APPLICATION 2X LIKELY TO RESPOND FASTER & SUPPORT CHANGE Improved application of learning in the workplace Faster response to changing business conditions Increased productivity on the job TOP DECK Average
  26. 26. How do we do this in practice?
  27. 27. Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings; review priorities against business objectives quarterly or sooner if the business needs it; be prepared to change. How do we do this in practice?
  28. 28. Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings; review priorities against business objectives quarterly or sooner if the business needs it; be prepared to change. Develop an active learner voice Find out how staff are currently learning what they need – use the data as learner data tells a more powerful story than assumptions Use learner data to influence change: informing decisions and engaging senior leaders in new thinking. Share learner success stories: an appetite for learning increased sales in distributor network which then went on to capture the attention of internal sales teams How do we do this in practice?
  29. 29. Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings; review priorities against business objectives quarterly or sooner if the business needs it; be prepared to change. Develop an active learner voice Find out how staff are currently learning what they need – use the data as learner data tells a more powerful story than assumptions Use learner data to influence change: informing decisions and engaging senior leaders in new thinking. Share learner success stories: an appetite for learning increased sales in distributor network which then went on to capture the attention of internal sales teams Stop focusing on ourselves & look at the customers and businesses we are supporting Create time to think: Building an innovation team that involves inputs from business technology and education. Ask: What can we do for the business? What processes need to be changed in business? How do we design differently? How do we do this in practice?
  30. 30. Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings; review priorities against business objectives quarterly or sooner if the business needs it; be prepared to change. Develop an active learner voice Find out how staff are currently learning what they need – use the data as learner data tells a more powerful story than assumptions Use learner data to influence change: informing decisions and engaging senior leaders in new thinking. Share learner success stories: an appetite for learning increased sales in distributor network which then went on to capture the attention of internal sales teams Stop focusing on ourselves & look at the customers and businesses we are supporting Create time to think: Building an innovation team that involves inputs from business technology and education. Ask: What can we do for the business? What processes need to be changed in business? How do we design differently? Go to where your customers are already gathering Use the internal intranet to communicate Publish evaluation data: let success breed success Build links between online resources and the classroom Advertise everywhere – even the back of the toilet door – if it’s good enough for google, it’s good enough for us! How do we do this in practice?
  31. 31. NEW MODELS OF LEARNING Integrate Learning & Talent Develop Learning Culture Transform Training ALIGNING TO NEED Customer Activated Learning 2 Way Business Alignment EQUIP L&D AS AGENTS OF CHANGE THE TOWARDS MATURITY NEW LEARNING AGENDA – A ROADMAP FOR CHANGE ONCE YOU HAVE ESTABLISHED YOUR GOALS, STAY FOCUSSED THROUGHOUT THE JOURNEY:
  32. 32. Data-Driven Decision Making Business leaders use data to: Predict Plan Persuade Personalise Generally, L&D don’t do this! Only 1 in 5 use learning analytics or benchmarking to improve service and performance Learning leaders must take a fresh look at data-driven decision making “ ” LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark
  33. 33. What are the characteristics of a learning Leader?
  34. 34. What are the characteristics of a learning Leader? Learning leaders Listen and are able to ask the right questions without an agenda Say no when needed Credible in the business Effective Passionate about learning AND the business we are serving Are resilient, agile, curious, visionary, tenacious & stubborn! Are able to leverage their social capital in the business Are able to capture attention through storytelling Get on with things rather than talk about them Learn positively from mistakes Know about adding value Keep up with the latest developments
  35. 35. What is the single most important strategy for modernising learning?
  36. 36. What is the single most important strategy for modernising learning? Think positively Get under the skin of your business Create the time to think and innovate Be willing to say no to anything that doesn’t improve outputs! Be willing to let go of the past in order to move forward into the future
  37. 37. DRIVING LEARNING EXCELLENCE BusinessTransformationThroughLearning Innovation What is the one thing that you will do differently as a result of today?
  38. 38. DELIVERING LEARNING EXCELLENCE – ACTION PLAN #LT15UK BusinessTransformationThroughLearning Innovation Change focus to outputs: me and my team Ask myself if what I’m working will deliver and is aligned to strategy Say NO when not aligned to outcomes (Say NO more!) Listen to what the business needs Invite myself to meetings that I need to be in Agree priorities - link the stakeholders to achieve a collaborative way forward Listen to my customers more Plan a learner survey Adapt to the needs of my customer Think without constraints - work out how to deliver a more personalised learning experience Use Towards Maturity Research to engage with the business Create the capacity to think: look at an innovation role learners business
  39. 39. DELIVERING LEARNING EXCELLENCE - WHERE TO GO FROM HERE? The Towards Maturity Benchmark Report is free to download thanks to the support of our Ambassadors: Ask us about our Free Resource pack : Research links Download our FREE resource pack: Powerful Research for an Evidence-Based Learning Strategy Effective L&D Practices in a Nutshell Unique Learner Insights Stimulate Debate in Your Organisation Essential Reading list Next Steps and Keeping Updated

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