Need proof that modernizing corporate learning is worth your time and effort? We’ve got the stories to back it up. Top-performing organizations know that learning is a critical differentiator in today’s business world. And they’re not afraid to roll up their sleeves and swap their traditional L&D practices for a modern, agile approach. The result? Employees who are building, sustaining, sharing and applying knowledge to boost performance and generate measurable business impact. In the final part of our Modernizing L&D series, we'll tell you about organizations that have successfully transformed their L&D practices. Specifically, we'll explore how these organizations: Recognized the need to rethink their approach to learning. Executed their modernization strategies and tactics. Measured the impact of their modern learning ecosystems on the bottom line.

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Frequently
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6. Modernizing L&D: Part 3
Organiza5ons that are seeing huge returns from
modernizing corporate learning
Carol
Leaman
CEO
Axonify
November
2,
2017

8. Drives measureable
business outcomes
Leverages brain science
Social and
collabora5ve
Familiar and
modern
Con5nuous,
everyday
Personalized
and adap5ve
Available where and
when they want it
Mo5va5ng
and engaging
Matches format
to message
PART 1:
Essen5al
principles for
modernizing
learning

9. Framework
Tac?cs
Experience
PART 2: Prac5cal HOW TO’s for
evolving corporate learning

10. PART 3:
Real
modernizing
learning case
studies

11. A. Tracking learning through from knowledge to business results
B. Leveraging how the brain works to maximize reten5on
C. Engaging learners through both push and pull
D. Providing learning that is con5nuous and personalized
E. ASrac5ng high voluntary par5cipa5on from learners
A POLL: A Modern Approach…

12. Introducing 6 organiza5ons who have successfully
transformed their L&D prac5ces
Retailer
Grocer
Logis?cs
Call
Center
Financial
Ins?tu?on
Pharma
Sales

13. Their learning
teams were
business
connected.
What do they have in
common?
13

14. As an
organiza5on
they have a
cultural desire
to be the best.
What do they have in
common?
14

15. They share an
understanding that
employee knowledge
and engagement are
cri5cal to their
success.
What do they have in
common?
15

16. They have a desire to
go beyond typical
learning
measurement and
obtain boSom-­‐line,
business results.
What do they have in
common?
16

17. They leverage
Axonify to
modernize their
learning ecosystem.
What do they have in
common?
17

18. Before going into the case studies,
let’s look at what a modern learning
plaYorm looks like.

19. Star?ng
with
the
end
in
mind
CONTENT
KNOW
DO
OUTCOMES

20. • Retrieval
Prac?ce
• Spacing
Effect
• Confidence-­‐
Based
Learning
Axonify
Learning
Model
™
• Casual
Gameplay
• Dozens
of
Game
Mechanics
• Personalized
Daily
Training
• Builds
and
Sustains
Knowledge
and
Behavior
Brain
Science
Adap%ve
Microlearning
Gamifica%on

21. Fuel your people + Power your organization | 21!
!

22. Ladder
Safety

23. Fuel your people + Power your organization | 23!
!

24. Fuel your people + Power your organization | 24!
!

25. Fuel your people + Power your organization | 25!
!

26. Fuel your people + Power your organization | 26!
!

27. Fuel your people + Power your organization | 27!
!

28. Fuel your people + Power your organization | 28!
!

29. Fuel your people + Power your organization | 29!
!

30. Fuel your people + Power your organization | 30!
!

31. Fuel your people + Power your organization | 31!
!

32. Fuel your people + Power your organization | 32!
!

33. Fuel your people + Power your organization | 33!
!

34. Fuel your people + Power your organization | 34!
!

35. Fuel your people + Power your organization | 35!
!

36. At Home’s Modernizing Theme:
Transforma5on
36

37. AT HOME
Home décor retailer
with more than 3,000
associates and 100
stores across 28 states
in the US.
In 2014 they were
tasked with
transforming itself.

38. Valerie knew she needed to take a fresh approach
to employee training that would align with and
support the company’s modern transforma5on.
To be the best of the best, all employees – from
store associate to store director – needed to be
armed with the informa5on for them to be high
performers to drive profitability and growth?
Valerie
Davisson
Chief
People
Officer

39. “The LMS is like shoes that don’t fit. I
wouldn’t go and buy shoes that don’t fit,
no ma=er how nice the shoes are. So, the
LMS doesn’t fit. It doesn’t strategically fit
our business model.”
Valerie
Davisson
Chief
People
Officer

40. Daily learning
around safety,
customer service,
leadership,
company mission,
values and more.
92%+ voluntary
par5cipa5on

41. RESULTS
• Increase in sales
• 36% reduc5on in safety
incidents
• 90% reduc5on in
onboarding 5me
• Faster compliance (78%
of employees completed
annual PCI training
within 2 weeks)

42. Walmart Logis5cs’ Modernizing Theme:
Cultural Excellence
42

43. Walmart Logis5cs
150 distribu5on centers
across the US with 75,000
associates.
In 2012, Walmart Logis5cs
decided to raise the bar
with their Safety Awareness
Program and take a more
modernized approach to
training.

44. The Walmart Logis5cs leaders
knew that the best way to reduce
safety incidents and to embed a
world-­‐class safety culture was to
do something radically different
than the tradi5onal.

45. Walmart Logis5cs
• Appeals to mul5-­‐
genera5onal workforce
• Reinforces safe work
prac5ces con5nually
• Tracks behaviors
• Take training during
down5me at their charging
sta5ons

46. RESULTS
• 12% decrease in medical
incidents and 30% reduc5on
in lost 5me injuries
(2012 pre-­‐launch 6-­‐month pilot results)
• 91% par5cipa5on rates
• 96% of behavior observa5ons
have been posi5ve, meaning
employees are applying their
knowledge
• “Have you Axonified today?”

47. MCAP Modernizing Theme:
Customer Service Excellence
47

48. MCAP
One of Canada’s largest
independent mortgage
financing companies with
more than $56 billion in
assets under
administra5on.
Busy contact center.

49. MCAP
Call center agents were
struggling with having the
knowledge they needed to
answer ques5ons quickly
and correctly on the phone.
Had to pull agents off the
phone for regular training
and cer5fica5on.

50. RESULTS
• 90% voluntary
par5cipa5on
• 21% knowledge lim
• 20% reduc5on in
escala5ons
• 86% quality ra5ng

51. Shelly
Woodley
Associate
Director,
Training
&
CC
Projects
“Having
informa-on
available
at
the
moment
is
essen-al
if
you
really
want
to
start
asking
some
great
ques-ons,
open
up
new
perspec-ves
and
recognize
and
get
ahead
of
a
problem.
We
knew
we
needed
to
find
a
proac-ve
way
to
address
areas
where
employees
were
struggling
to
avoid
issues
that
were
resul-ng
in
escala-ons.”

52. John Hancock Modernizing Theme:
Reduce Risk
52

53. John Hancock
Were looking to:
• Ensure that their mutual
fund reps are remembering
cri5cal informa5on around
their complex product
porYolio
• Reduce risk by moving
beyond “check the box”
compliance
• Take a daily pulse of their
sales team

54. RESULTS
• Direct correla5on
between par5cipa5on
on Axonify and
performance – those
who par5cipate more,
make fewer errors
• Voluntary par5cipa5on =
89%

55. John Hancock
“Our mutual fund business has
grown significantly over the
past few years, along with
increasing product complexity.
Axonify has been a catalyst in
our learning transformaQon
efforts.”
Charles Rizzo
CFO & SVP
John Hancock Group of Funds

56. Ethicon Modernizing Theme:
Increase Sales
56

57. Ethicon
Leveraging Axonify to
boost rep confidence
and increase sales by
helping them remember
high volumes of product
informa5on and keep
abreast of ongoing
changes to healthcare
policies.

58. RESULTS
• 90%+ par5cipa5on
• 49% knowledge increase
• 50% confidence increase
• 81% prefer Axonify
learning method
• 79% state that it makes
them more
knowledgeable

59. Ethicon
”Axonify allows us to balance
the need to learn with the need
to sell. We leverage Axonify to
drive our company’s current
strategy by keeping the sales
force engaged with Ethicon’s
most criQcal products on a daily
basis.”
John Knoble
Director of Commercial
Learning

60. Ethicon
”Axonify helps me feel more
comfortable when I’m speaking
with surgeons. I can remember
informaQon about the anatomy,
so I can ask intelligent quesQons
when I’m in surgeries…it just
breeds confidence.”
Fred Argo
Execu5ve Sales Rep and
Territory Account Leader for
Surgical Care

61. Northgate Market Modernizing Theme:
Aggressive Growth Strategy
61

62. Northgate Market
Premier southern California
supermarket with 41 high-­‐
volume stores and over 6,000
employees.
Modernized to support their
aggressive growth strategy, as
well as help them reduce their
high shrink rates.

63. RESULTS
• $585k in savings within
12 months due to a
reduc5on in safety
incidents
• 90% par5cipa5on
• 3-­‐week decrease in
onboarding 5me
• Up to 18% growth in
knowledge

64. Q&A

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MORE THAN JUST CONTENT: WHY DEEP SKILLS
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