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Measuring Impact - Tying Learning to Strategic Business Outcomes

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This webinar was recorded on Mar 9th, 2016. To get the full recording please visit: http://know.axonify.com/webinar-measuring-impact

59% of organizations we recently surveyed say that they have difficulty connecting learning to business outcomes1. This is a major problem given that many L&D leaders are facing pressures to not only provide other functions with accurate, actionable data, but also to utilize data for decision-making in their own organizations.

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Measuring Impact - Tying Learning to Strategic Business Outcomes

  1. 1. Measuring Impact: Ways to connect corporate learning to strategic business outcomes
  2. 2. Housekeeping #LearningImpact @Danij2 @CarolLeaman @Axonify @Bersin Event is being recorded Please leverage the Q&A window
  3. 3. Dani Johnson Vice President, Learning and Development Research Bersin by Deloitte Deloitte Consulting LLP Carol Leaman Chief Executive Officer Axonify
  4. 4. Copyright © 2016 Deloitte Development LLC. All rights reserved.4 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Who we are Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. 6 research practices •  Human Resources •  Leadership Development •  Learning & Development •  Talent Acquisition •  Talent Management •  Tools & Technology Offerings •  WhatWorks® Membership: Research, Tools, Education, Consulting •  IMPACT: The industry’s leading conference on the Business of Talent •  Advisory Services & Consulting Human Resources Talent Acquisition Leadership Development Learning & Development Talent Management Tools & Technology
  5. 5. Copyright © 2016 Deloitte Development LLC. All rights reserved.5 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes •  Why is learning measurement important, especially now? •  How do we improve learning measurement– including connecting learning to business outcomes? •  Case Study – measurement in practice. Agenda
  6. 6. Learning measurement is becoming more important… but L&D often isn’t good at it.
  7. 7. Copyright © 2016 Deloitte Development LLC. All rights reserved.7 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Measuring learning is becoming more important. Source: High-Impact Talent Analytics, Bersin by Deloitte, 2013 State of Learning Measurement, Bersin by Deloitte, 2015; Knowledge Advisors: The Business Drivers of Talent Analytics, Knowledge Advisors, 2014 Business leaders are looking to L&D for data insights. 51% Percent of surveyed leaders asking for human capital data
  8. 8. Copyright © 2016 Deloitte Development LLC. All rights reserved.8 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Measuring learning is becoming more important. Source: High-Impact Talent Analytics, Bersin by Deloitte, 2013 State of Learning Measurement, Bersin by Deloitte, 2015; Knowledge Advisors: The Business Drivers of Talent Analytics, Knowledge Advisors, 2014 81% 77% 58% 56% 15% Finance Operations Sales Marketing HR Other departments use data to make decisions. Business leaders are looking to L&D for data insights. 51% Percent of surveyed leaders asking for human capital data
  9. 9. Copyright © 2016 Deloitte Development LLC. All rights reserved.9 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Measuring learning is becoming more important. Source: High-Impact Talent Analytics, Bersin by Deloitte, 2013 State of Learning Measurement, Bersin by Deloitte, 2015; Knowledge Advisors: The Business Drivers of Talent Analytics, Knowledge Advisors, 2014 81% 77% 58% 56% 15% Finance Operations Sales Marketing HR Other departments use data to make decisions. Business leaders are looking to L&D for data insights. 51% Percent of surveyed leaders asking for human capital data Research indicates that better measurement ties to better performance. Alignment Efficiency Effectiveness
  10. 10. Copyright © 2016 Deloitte Development LLC. All rights reserved.10 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Only five percent of L&D organizations we surveyed excel at using data to: 5% •  Align with the business, •  Efficiently run the L&D function, •  Increase the effectiveness of learning methods. Source: State of Learning Measurement, Bersin by Deloitte, 2015
  11. 11. Copyright © 2016 Deloitte Development LLC. All rights reserved.11 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Help improve learning measurement by: Transforming data into decisions. Create partnerships and access to data Aligning measurement with business priorities. Build and maintain relationships with stakeholders and understand how they define success Measuring business Metrics. Focus practices, resources and tools on measuring business – not busy - matters
  12. 12. Aligning measurement with business priorities.
  13. 13. Copyright © 2016 Deloitte Development LLC. All rights reserved.13 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Focusing on business (not learning…) outcomes. …which are typically reflected in learning business plans 69% 58% 48% 38% 35% 27% 19% Budget Program investment priorities / plans Staffing Volume (e.g. learners, hours) Business impact goals Customer satisfaction targets We do not have a business plan for L&D. Source: State of Learning Measurement, Bersin by Deloitte, 2015
  14. 14. Copyright © 2016 Deloitte Development LLC. All rights reserved.14 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Building ongoing relationships with stakeholders. …L&D should create and maintain alignment with business needs Source: State of Learning Measurement, Bersin by Deloitte, 2015 77% 64% 42% 40% Meet with line managers and business leaders to diagnose problems and develop solutions Enlist executives or business leaders as sponsors Hold regular reviews with a steering committee of business and HR leaders Require line managers and business leaders to sign off on new learning initiatives
  15. 15. Copyright © 2016 Deloitte Development LLC. All rights reserved.15 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Building ongoing relationships with stakeholders. …Learners are stakeholders too! 2% 3% 2% 3% 10% 9% 14% 15% 20% 24% 11% 16% 20% 23% 25% 32% 34% 40% 36% 39% 31% 33% 38% 35% 39% 38% 34% 30% 28% 21% 56% 48% 40% 39% 26% 21% 18% 15% 16% 16% Not important Somewhat important Very important Essential Sharing knowledge with my team Web search for resources Professional networks / communities External news feeds and blogs Content curated from external sources Self-directed study / courses Internal company documents Performance support tools Company training / e-learning General meetings and conversations   Source: LearningintheWorkplaceSurvey, Centrefor Learning&PerformanceTechnologies/ JaneHart,, 2014
  16. 16. Focusing on measuring business metrics.
  17. 17. Copyright © 2016 Deloitte Development LLC. All rights reserved.17 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Using metrics typically considered valuable by the business. 0% 25% 50% 75% 100% 0% 25% 50% 75% 100% Valuable Tracked / Measured Impact on behavior / job performance Sponsor / client satisfaction Business results Impact on talent / organizational metrics Line manager satisfaction / feedback Content access methods Learning scores / transfer Learner demographics Hours delivered / time spent learning Costs / expenses Learner satisfaction / feedback Enrollments, starts, usage, and completions Source: State of Learning Measurement, Bersin by Deloitte, 2015
  18. 18. Copyright © 2016 Deloitte Development LLC. All rights reserved.18 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Thinking holistically about measurement. Outcome (the business) Efficiency (L&D) Alignment (managers / leaders) Effectiveness (learners) • Time to develop • Cost to develop / deliver • Cost of development per minute / hour • Cost per participant • Resource hours to develop / deliver • Total enrollments •  Learning offerings correspond to competency model •  Learning has strong executive sponsors •  Managers support participation among team members •  Program objectives align with business needs • New behaviors reflect what was introduced in a learning offering • New knowledge and skills • Learner satisfaction • Adoption • Key performance indicators (KPIs) • Revenue • Profitability and growth • Market share • Customer / satisfaction • Employee engagement / retention • Productivity Source: State of Learning Measurement, Bersin by Deloitte, 2015
  19. 19. Copyright © 2016 Deloitte Development LLC. All rights reserved.19 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Measuring against established business objectives. Frequency with which L&D groups evaluate themselves against… Source: State of Learning Measurement, Bersin by Deloitte, 2015 16% 22% 28% 59% 28% 7% 9% 7% 21% 18% 19% 10% Satisfaction targets Progress toward strategic initiatives Volume targets (e.g., programs, hours delivered) Sales performance or targets Weekly/Monthly After learning events Rarely/Never
  20. 20. Transforming data into decisions.
  21. 21. Copyright © 2016 Deloitte Development LLC. All rights reserved.21 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Applying the basics. Dedicate resources and manpower 11% Of companies surveyed spend more than 5% of their budget on measurement. 28% don’t even know. Build relationships with stakeholders 1.2x Companies that regularly engage with stakeholders are more likely to have high-impact measurement capabilities. Have a plan 19% Of those we surveyed said their companies don’t have a learning business plan for L&D. Source: State of Learning Measurement, Bersin by Deloitte, 2015; Becoming a High-Impact Learning Organization, 8/2012
  22. 22. Copyright © 2016 Deloitte Development LLC. All rights reserved.22 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Kirkpatrick method is only the beginning Source: Key Trends in the Measurement of Talent Development, 3/2012 Rethinking yesterday’s tools and practices. Too simplistic… Does liking a course or passing a test really translate directly into better performance or business results? Too hard… There are no clear, consistent definitions and it’s rarely simple or easy to isolate learning contribution (…or L&D’s). And too backward Finding out after training that people were not satisfied – or that results didn’t improve – doesn’t tell you what to change.
  23. 23. Copyright © 2016 Deloitte Development LLC. All rights reserved.23 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Utility / usefulness Stakeholder satisfaction Experience API (xAPI) Employee engagement Learning records stores Readiness / promotions Information technology Adaptive learning Employee retention Finance and accounting Web analytics Time to proficiency Marketing Social listening Activity / contributions Business intelligence CRM systems Influence and feedback New friends New tools New metrics Building (some) new capabilities.
  24. 24. Copyright © 2016 Deloitte Development LLC. All rights reserved.24 Measuring Impact: How to Connect Corporate Learning to Strategic Business Outcomes Keep business priorities at the forefront Learning measurement may require a new mindset. • Relationships • Learning business plan • Frequent measurement • Holistic approach • Identify who will benefit • Practices, resources, capabilities, & tools Actionable data through: • Partnerships • Data transparency FocusAlign Transform
  25. 25. Case Study: Measurement in practice.
  26. 26. Case Study: Large Retailer • Over 75,000 employees • Currently focused on logistics and distribution network • Over 150 facilities across the U.S. • Over 400,000 learning sessions (1.4M Questions) per Month • 1 Million Safety Observations recorded per Month
  27. 27. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize
  28. 28. Assess Hope
  29. 29. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize
  30. 30. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize Large Retailer
  31. 31. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize Did the number of safety incidents meet expectations? Large Retailer
  32. 32. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize Did they actively handle the materials correctly? Did the number of safety incidents meet expectations? Large Retailer
  33. 33. How do we measure the behaviors?
  34. 34. How do we measure the behaviors?
  35. 35. How do we measure the behaviors?
  36. 36. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize Did they gain knowledge on correct materials handling? Did they actively handle the materials correctly? Did the number of safety incidents meet expectations? Large Retailer
  37. 37. How do we measure knowledge?
  38. 38. How do we measure knowledge?
  39. 39. How do we measure knowledge?
  40. 40. How do we measure knowledge?
  41. 41. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize Material Handling Learning Modules and Reinforcement (Pull Hook & Layer Picking) Did they gain knowledge on correct materials handling? Did they actively handle the materials correctly? Did the number of safety incidents meet expectations? Large Retailer
  42. 42. How do know if it’s the right content? High level of knowledge Correct behavior demonstrated Good content High level of knowledge Incorrect behavior demonstrated Content may be an issue
  43. 43. Assess Ÿ Predict Ÿ Adjust Ÿ Optimize Material Handling Learning Modules and Reinforcement (Pull Hook & Layer Picking) Did they gain knowledge on correct materials handling? Did they actively handle the materials correctly? Did the number of safety incidents meet expectations? Large Retailer
  44. 44. Dani Johnson Vice President, Learning and Development Research Bersin by Deloitte Deloitte Consulting LLP Carol Leaman Chief Executive Officer Axonify Q&A
  45. 45. Thank you!
  46. 46. About Deloitte As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright © 2016 Deloitte Development LLC. All rights reserved Member of Deloitte Touche Tohmatsu Limited
  47. 47. About Axonify
  48. 48. Axonify focuses on driving employee knowledge in corporate enterprise, ensuring that every employee has what they need - in their heads or at their fingertips - to effectively do their jobs. For the first time ever, organizations can measure the impact of their learning efforts on knowledge growth through to employee behaviors and business results.
  49. 49. A Little Bit About Axonify Axonify counts amongst its customers the world’s largest beverage company, the world’s largest retailer, the world’s largest automotive company, the world’s largest professional services firm, the world’s largest pharmaceutical company and the world’s largest multinational conglomerate. 10 M 79% >80% 78% Microlearning bites per month and growing Voluntary participation rates “Axonify has made me more knowledgeable” “Axonify has made me more effective at my job (i.e. work safer, sell more)” Axonify Delivers Axonify Users Say Source: 2014 Axonify End User Survey
  50. 50. Some of Our Customers Visit www.axonify.com to learn more

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