The Business Impact of Learning
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Large organizations are much less about organizing assets and the efficient production of tangible assets. It's now about bringing in talented people who can learn at a pace that gives the business competitive advantage.
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The Business Impact of Learning
- 1. a world of exponential change page 01 “Scalable learning is the new reason for large organizations to exist.” John Hagel Founder Deloitte Center for the Edge Innovation
- 2. use the data page 02 “Without data you’re just another person with an opinion.” W. Edwards Deming Management and Systems Legend
- 3. make a big impact page 03 “L&D is responsible for improving our most important asset, our people. If we can improve L&D, we can improve the world.” me, I said that
- 4. right attitude right strategy page 04 It’s learning’s turn
- 5. today. Today we have a long road ahead of us. Data from Brandon Hall confirms results of the LEO, Watershed, iVentiv survey. http://www.brandonhall.com/blogs/measurement-and-analytics-magic/
- 6. getting started page 06 The Watershed Method makes it easy to understand and get started with learning analytics. Watershed Method
- 7. understanding learning analytics: levels page 07 measuremen t The simple act of tracking things and recording values. Can be passively or actively collected. evaluation The process of trying to make meaning from the data we’ve measured. Descriptive analytics. Does the data mean something good or bad? advanced evaluation When data sets get large enough, use advanced evaluation techniques to discover powerful insights. Data mining, AI, machine learning, etc. predictive & prescriptive Make predictions and decisions based on data and advanced algorithms. Recommendations engines are the best example in learning.
- 8. understanding learning analytics: categories page 08 Understand more about a specific learning activity. Maximize effectiveness and spot problems. learning experience Understand a learner or group of learners. Ensure organizational readiness and compliance. learner Understand an overall learning program. Is this initiative helping to meet our organization’s business objectives? learning program
- 10. the future in practice
- 11. example #1 analyze informal learning page 011 What they learned: • How do people choose to learn? • Search: • What are people searching for? • What are they not finding? • What resources are most popular? • What resources are not being used (scrap learning)?
- 12. example #2 monitor cross-platform training page 012 What they accomplished: • Deliver compliance training across devices (e.g., mobile, desktop) • Tracked without using an LMS (i.e., learners could access from anywhere) • Detailed understanding of how learners were using the content • Spotting troublesome areas and fixed problems before too many users were affected
- 13. Watershed LMS Field Sales Mobile App POS System Data HR Data Measure Content Utilization and Its Impact on Sales
- 14. Customer Service Training • Track activity across LMS and support/ticketing platform. • Monitor customer satisfation. • Identify how KPI trends are impacted by other activity.
- 15. xAPI & learning analytics platform page 015 all data Learning is so much bigger than the LMS. Track informal and experiential activities. xAPI and the LRS present a transformative technology for learning analytics. Seamlessly bring all your data together in one platform and perform real-time analytics tailor made for L&D. business impact Include data about behaviors and performance in your learning analytics real-time Create, view, and distribute reports seamlessly in real-time.
- 16. new ecosystem A next-generation learning ecosystem brings this all together. This example from Visa shows that the LMS is just one small part of a modern learning ecosystem.
- 17. getting started yes you can! page 017 01 Gather your data Just start collecting data in a common format in a central location. Make it low friction and ensure you have access. 04 Explore your data Starting to understand not just what is happening, but why. Form questions and see if your data answers them. Often, the best answers lead to other questions. Can you see impacts on the larger business? 02 Get to know your data Understand what you have. What’s out there, what’s reliable, and what’s missing? Do some simple evaluations and create baselines. 05 Experiment with your data Start a new learning program with analytics in mind. Set up well-controlled experiments and A/B tests to validate a hypothesis. Create a culture of continuous improvement. 03 Operationalize your data Automate your way out of “Excel hell.” Define some interesting metrics and KPIs, and start monitoring them routinely. What trends do you notice? 06 Show off your data We’ve long known that learning is vital, not we can prove it. Go forth and show the world!
- 18. our contacts page 018 watershed 210 Gothic Ct Franklin, TN 37067 +1-844-220-0822 http://watershedlrs.com @watershedlrs me Mike Rustici Founder and CEO mike.rustici@watershedlrs.com @mikerustici
Editor's Notes
- Scalable learning is the new reason for large organizations to exist It’s no longer about assets, organization or efficiency We’re moving from Return on Assets to Return on Talent This is the most strategic thing or organization can be doing Scalable learning is the strategic differentiator in the 21st century
- There are so many things required to achieve scalable learning We’re not just talking about dissemination of information we know, but also about the acquisition and discovery to new knowledge in a scalable way How do we get there. To achieve scale, we need measurement, we need a culture of constant improvement and we need alignment with business objectives Because this isn’t just about scaling learning, it’s about scaling an organization’s ability to adopt to the exponential rate of change the digital economy is creating To achieve scale, we need analytics, we need data
- This is important and impactful stuff. We live in an increasingly knowledge based economy where talent is our most precious asset How the heck do we let the group that is responsible for improving the value of that asset, for improving the performance of our people, how the heck do we let them get by without a culture of constant improvement? Without a responsibility to use data to ensure they are impacting business processes and metrics in a positive way? When we asked the question, the answer was consistently that it is too hard. Well that is changing and I’m excited about the impact that can have, not just on our industry, but on the world. If we can make corporate L&D just 10% more efficient, if we can get just 10% better at improving our workforce, is is reasonable to assume that we could make our workforce 1% more efficient at their jobs? A 1% improvement in productivity across the workforce is a really big deal.
- It’s learning’s turn to take a seat at the table To do so, we need to think strategically, we need to think in the same terms the business thinks in and align our strategy and outcomes to the strategy and outcomes of the business - often performance We have a long way to go, but we can look to marketing for a perfect example of how to make this transition. It was all driven by data.
- Spiral or go from inner to outer level in one dimension
- (Visa example) From a client using Sharepoint Learning experience analytics Basic evaluation (with some text processing goodness thrown in) Give Thursday example
- (AT&T example) Where do people bail / get stuck - is this point problematic? Watching people cheating, etc See actual experience of user – help debug How long, which pages spend most time on, which questions consistently getting wrong. Learning experience analytics And Learner analytics Still just basic evaluation Give bad button example
- Learning program evaluation
- Learning program evaluation – advanced analytics / prescriptive analytics
- It’s all about removing friction Removing just a little bit of friction has a big impact Apple design methodology Kirkpatrick model has been around since 1954, but how much of it are we using. Remember, when we asked people why they aren’t doing more learning analytics, one of the chief responses was “it’s too hard” That is changing, the friction is disappearing and that will have a profound impact.
- Wrap up and Q&A