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Josh Bersin
Principal and Founder, Bersin™
Deloitte Consulting LLP
Copyright © 2018 Deloitte Development LLC. All rights
reserved.
Learning In The
Flow of Work
A new world of learning is
finally here.
The exponential importance of
learning
A business, economic, and social imperative
“The learning curve is the earning curve.”
Copyright © 2017 Deloitte Development LLC. All rights reserved. 3
Robots and AI
77% of CEOs expect the role of AI,
Robotics, and Automation to “increase
significantly” over the next 2 years.
Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10, 2015. https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html
Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial-
robots/index.html
Copyright © 2017 Deloitte Development LLC. All rights reserved. 4
Source: U.S. Bureau of Labor Statistics
and LinkedIn 2017 Jobs Report
Shift to a service and IP-based economy
Jobs Are Rapidly Shifting to Services not Labor
US BLS estimates that 65%
of children entering primary
school today will hold jobs
that do not yet exist.
Copyright © 2017 Deloitte Development LLC. All rights reserved. 5
1 billion
smartphones
iPhone ®
launched
100 million
Twitter users
Since 2011 productivity gains
have slowed to crawl
US productivity last ten years
Productivity is suffering—is technology helping?
Copyright © 2017 Deloitte Development LLC. All rights reserved. 6
Sources: Deloitte Human Capital Trends 2014 and 2015
The “average” US worker now
spends 25% of their day reading
or answering emails
Fewer than 16% of companies
have a program to “simplify
work” or help employees
deal with stress.
More than 80% of all companies
rate their business “highly
complex” or “complex” for
employees.
The average mobile phone user
checks their device 150 times
a day.
The “average” US worker works
47 hours and 49% work 50
hours or more per week, with
20% at 60+ hours per week
40% of the US population
believes it is impossible to
succeed at work and have a
balanced family life.
Employees are overwhelmed
Copyright © 2017 Deloitte Development LLC. All rights reserved. 7
Average 3.2
What are these
companies doing?
Summer, 2016 Glassdoor Bersin by Deloitte Research
Engagement remains a challenge
Copyright © 2017 Deloitte Development LLC. All rights reserved. 8
Source: Meet the Modern Learner: Engaging the Overwhelmed, Distracted,
and Impatient Employee, Bersin by Deloitte, Deloitte Consulting LLP
The Reality of Learning Today:
24 Minutes A Week
24
minutes a
week
Copyright © 2017 Deloitte Development LLC. All rights reserved. 9
A brand new war for skills
It’s different this time.
New skills, new roles, the concept of a “job” is changing.
Copyright © 2017 Deloitte Development LLC. All rights reserved. 10
Hiring is as hard as it has been since 2001 and “time to hire” is even greater
Unemployment Rate Nearing Record Lows
End of
Korean
War
Vietnam
War
https://www.thebalance.com/unemployment-rate-by-year-3305506
Black
Monday
Dot Com
Dot Bomb
Financial
Crisis
1970- 1976
6.2% jumping to 12.3 %
Inflation
2007
4.1% Inflation
Mean “time to hire” for new
hires is 31 days, higher than
it was in 2001.
http://dhihiringindicators.com/wp-content/uploads/2018/01/2018-01-DHI-Hiring-Indicators-Report-FINAL-2.pdf
Expected to
drop to 3.9%
Copyright © 2017 Deloitte Development LLC. All rights reserved. 11
How we used to create jobs: “job design”
People Work
Job
Design
Tasks
Competencies
Skills
Experience
Organization
Design
Span of Control
Functional Specialization
Process Design
Delegation of Responsibility
Job
Description
Title
Level
Responsibilities
Credentials
Job Requisition
Education, Credentials,
Experience, Skills,
Salary history
Copyright © 2017 Deloitte Development LLC. All rights reserved. 12
How we create jobs now: “work and task design”
Software, Machines, Tools
People Work
Services,
Tasks,
Projects,
Activities
Job Requisition
Experiences,
Knowledge, Culture,
Connections
Teams,
Squads,
Tribes,
Team Leaders
Role, Skills,
Capabilities,
Experiences
Culture
Copyright © 2017 Deloitte Development LLC. All rights reserved. 13
A
C D E
B
How things were How things “are”
B
A
DCF
G
E
Shared values and
culture
Transparent goals and
projects
Free flow of information
and feedback
People rewarded for
their skills and abilities,
not position
How things work
A network of teams
And organizations must redesign themselves
Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends
Copyright © 2016 Deloitte Development LLC. All rights reserved. 14
Demanding new skills, and jobs that are more “Hybrid” than ever
2.8
2.9
3
3.1
3.4
3.6
4.4
4.5
5.5
5.5
5.6
5.7
6.5
9.8
0 1 2 3 4 5 6 7 8 9 10
Head of Customer Experience
Reliability Engineer
Marketing Content Manager
Guest Experience Manager
Licensed Realtor
Head of Partnerships
Peronsal Loan Consultant
Brand Partner
Big Data Developer
Full Stack Engineer
Customer Success Manager
Sales Representative
Data Scientist
Machine Learning Engineer
Most In-Demand Jobs 2018
Soft Skills
Tech
https://economicgraph.linkedin.com/research/LinkedIns-2017-US-Emerging-Jobs-Report
Most In-Demand Skills
Most In-Demand Capabilities
Copyright © 2016 Deloitte Development LLC. All rights reserved. 15
Even technical roles are changing
… Data Scientist, the Hottest Job in 2017, has changed
Copyright © 2016 Deloitte Development LLC. All rights reserved. 16
And… We are living longer.. stretching the talent cycle
“Since 1840 there
has been an
increase in life
expectancy of three
months for every
year.”
Source: Gratton, Lynda; Scott, Andrew.
The 100-Year Life
Today’s
Millennials have
a 50% chance of
living to 100+
Increase in Life Expectancy Over Time
Source: http://www.mortality.org/
Will
Generational
Bias Be the Hot
Button of 2018?
17Copyright © 2016 Deloitte Development LLC. All rights reserved.
Careers redefined
A career is now a series of developmental
experiences, leading to growth, not always
promotion
Copyright © 2016 Deloitte Development LLC. All rights reserved. 18
Education
Work
Retirement
Education
Work
Leisure
From To
“The Three Boxes of Life,” by Dick Bowles
How life has changed
Source: The Three Boxes of Life” by Dick Bowles, Ten Speed Press; 1st Paperback Edition (August 1, 1981)
Copyright © 2017 Deloitte Development LLC. All rights reserved. 19
Demanding a completely new career model in companies
58% of companies are redesigning
or planning to redesign their career
model
Deloitte HC Trends 2017
83% of companies expect to have an
“open” or “highly flexible” career
model within the next 3-5 years
Deloitte HC Trends 2017
While 33% of companies promote
vertical career moves, 67% now
promote horizontal or project based
career progression
Deloitte HC Trends 2017
31% of companies expect careers to
be 3-5 years long
60% expect them to be
10 years or less
Deloitte HC Trends 2017
Learning and career management
software is the #1 fastest growing
segment in HR technology
(Sierra-Cedar 2016– 2017 Survey
HR White Paper)
Copyright © 2017 Deloitte Development LLC. All rights reserved. 20
Our Challenge in 2018
How do we re-architect corporate learning to deal
with this new world of work?
Copyright © 2017 Deloitte Development LLC. All rights reserved. 21
CEOs, CFOs, CHROs agree on #1 issue: risk of retaining and attracting top talent
CEOs have awakened to the problem
TCB-1652 Conference Board C-Suite Challenge 2018, n=570
Failure to Attract, Retain Talent
Developing Next-Gen Leaders
Healthcare for Employees
Developing System for Performance
Workforce Diversity
Copyright © 2017 Deloitte Development LLC. All rights reserved. 22
L&D Budgets Are Increasing
The average large L&D organization has 22 different tools, technologies, and
platforms to support corporate learning.
Source: Toward Maturity 2017, Benchmark Report, n=700
41% 40%
20%
69%
28%
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Increased Stayed the same Decreased
L&D Budget
Percent Spent on Technology
Copyright © 2017 Deloitte Development LLC. All rights reserved. 23
L&D Teams growing in size
Source: Sierra-Cedar HR Systems Study November 2017
Learning & Development Is The Fastest Growing
Headcount Growth in HR Function
Also: 68% of organizations are
investing in “career
management” tools, second only
to analytics in priority
Copyright © 2017 Deloitte Development LLC. All rights reserved. 24
Yet until now, L&D has not been keeping up
75%
of the workforce will be made up of
Millennials by 2025, yet 45% tell us they
get no leadership development at all.
45%
of North American survey respondents
think their current skills will be
inadequate in three years
Source: A New Model for Corporate Learning, by Karie Willyerd, Alwin Grünwald, Kerry Brown, Bernd Welz, and Polly Traylor, Deloitte Human
Capital Trends 2017, Deloitte Millennial Survey 2017, Bersin High-Impact Learning Organization 2017
of global survey respondents think their
companies are not giving them
opportunities to develop
59%
The Net-Promoter
Score of L&D rated
by non HR
professionals is -8!
- Bersin HILO 2017
Copyright © 2017 Deloitte Development LLC. All rights reserved. 25
We are here
E-Learning
& Blended
1998-2002 2005 20182010
Self-Study
Online Learning
Course Catalog
Online University
2020
Learning
In Flow of
Work
LearningInTheFlow
ofWork
Instructional Design
Kirkpatrick
LMS as
E-Learning Platform
Talent
Management
Career Focused
Lots of Topics
Learning Path
Career Track
Blended Learning
Social Learning
LMS as Talent
Platform
Digital
Learning
Everyone, All the
Time, Everywhere
Micro-Learning
Real-time Video
Courses Everywhere
Design Thinking
Learning Experience
LMS invisible
Data Driven, Mobile
Continuous
Learning
Learning On Demand
Embedded Learning
Video, Self-Authored
Mobile, YouTube
70-20-10
Taxonomies
LMS as Experience
Platform
Formats
Philosophy
Users
Systems
Source: Bersin by Deloitte, Deloitte Consulting LLP
From e-learning to “learning in the flow of work”
We are entering a whole new era of L&D technologies and architecture
26
What is Learning
In the Flow of Work?
Copyright © 2017 Deloitte Development LLC. All rights reserved. 27
A simple model to consider
Micro-Learning Macro-Learning
I need help now. I want to learn something new.
• 2 minutes or less
• Topic or problem based
• Search by asking a question
• Video or text
• Indexed and searchable
• Content rated for quality and utility
• Several hours or days
• Definitions, concepts, principles, and practice
• Exercises graded by others
• People to talk with, learn from
• Coaching and support needed
Is the content useful and accurate? Is the author authoritative and educational?
Videos, articles, code samples, tools Courses, classes, MOOCs, programs
Copyright © 2016 Deloitte Development LLC. All rights reserved. 28
Microlearning: The Hype is Real
Hype Stage
Reality Stage
Google Trends interest in “Microlearning”
Trough
Copyright © 2017 Deloitte Development LLC. All rights reserved. 29
Where does macro and micro learning apply?
Macro
Macro
Micro
Micro
Micro
Micro
Micro
Credential
Teach
New on the Job Seasoned Expert
PaceofLearning
Normal
Great
Bad
Copyright © 2017 Deloitte Development LLC. All rights reserved. 30
At the employee level, this is a problem of creating “flow”
Level of
Challenge
Level of Skill
Onboarding
New
Assignment
If you can do it,
Learning in the
flow of work
drives
productivity,
energy,
engagement,
and retention
New Hire
Experience
Plateau
Promotion
Copyright © 2017 Deloitte Development LLC. All rights reserved. 31
New research by O’Reilly demonstrates this cycle
Evaluation of more than 200,000 learning activities in the O’Reilly books and media network
Novice
Literate
Capable
Expert
Structured Content
(Macro Learning)
(58%)
Un-Structured Content
(Micro Learning)
(42%)
O’Reilly study of over 200,000 learning interactions for engineering and software skills found
that 58% are “structured” or linear, and 42% are “ad-hoc” or content focused.
© O’Reilly Media, Inc.
Copyright © 2017 Deloitte Development LLC. All rights reserved. 32
New research by O’Reilly (one of the largest publishers of tech pubs)
Novice
Literate
Capable
Expert
Structured Content
(Macro Learning)
(58%)
Un-Structured Content
(Micro Learning)
(42%)
O’Reilly study of over 200,000 learning interactions for engineering and software skills found that 58%
are “structured” or linear, and 42% are “ad-hoc” or content focused.
© O’Reilly Media, Inc.
Seasoned, High Performers
Use self-directed discovery for problem-solving, and
nonlinear instruction to acquire new skills.
Require high-quality, relevant content with depth and breadth.
New to Topic, Role, Skill
Learn basics through comprehensive, sequential (linear) instruction.
Require structured, highly curated content
Copyright © 2017 Deloitte Development LLC. All rights reserved. 33
Does micro-learning work? Yes…. The Ebbinghaus forgetting curve
Source: “Repeated retrieval during learning is the key to long-term retention” by Jeffrey D. Karpicke, Henry L. Roediger III, Journal of Memory and Language, August 2007.
http://www.sciencedirect.com/science/article/pii/S0749596X06001367
Copyright © 2017 Deloitte Development LLC. All rights reserved. 34
Repetition, spacing, questioning
Add Spaced Repetition - Learning Improves Further
Source: Bersin by Deloitte, Deloitte Consulting LLP
Copyright © 2017 Deloitte Development LLC. All rights reserved. 35
How Does It Look?
Micro Learning is Small Doses of Actionable Information
Source “The art and science of learning that sticks,” Grovo, 2017
Copyright © 2017 Deloitte Development LLC. All rights reserved. 36
Add “Practice” or “Retrieval Practices,” and learning goes up even more!
• “Not only does retrieval produce
learning, a retrieval event may actually
represent a more powerful learning
activity than an encoding event.”
• “Retrieval practice produces more
learning than elaborative study,
implying that the act of reconstructing
knowledge itself is one of the most
powerful learning activities we can
produce.”
28%
46%
41%
69%
Study Repeated
Study
Concept
Mapping
Practice and
Retrieval
Technical Material
Percentage Retained Two
Weeks Later
Source: “Retrieval Practice Produces More Learning than Elaborative Studying with Concept Mapping, “ Karpicke and Blunt, Purdue, 1/21/2011
Copyright © 2017 Deloitte Development LLC. All rights reserved. 37
But it’s not quite enough. We see four broad modalities today
Micro Learning
Videos, blogs, articles,
micro-learning programs,
curated feeds,
on-demand,
in the flow of work
Macro
Learning
MOOCs, courseware,
courses, simulations,
assessments and may
include VR and AR
“University”
Learning
Events, innovation
sessions, leadership
programs
Experiential
Learning
Coaching, developmental
assignments,
mentorship, exposure
Only 31% of companies
offer continuous learning
opportunities, only 14% feel
effective in this area, yet
79% of L&D professionals
investing in this model.
42% of companies believe
they effectively help people
perform in future role, 29%
in future role, yet focus here
is high and growing
Only 38% of companies
offer development activities
outside of formal training,
continuous focus needed
83% of companies have a
corporate university and
32% say its usage is
increasing
Source: Bersin by Deloitte High-Impact Learning Organization 2017, n=1200
ATD “Microlearning: Delivering Bite-Sized Knowledge,” n=596
Copyright © 2017 Deloitte Development LLC. All rights reserved. 38
ExperientialLearningMethods
Source: Bersin, Deloitte Consulting LLP 2017
4%
20%
22%
18%
21%
48%
56% 55%
43%
50%
7%
22%
35%
29%
32%
58%
64%
58%
61%
64%
10%
36%
53%
44%
57%
85% 84% 85% 85%
88%
12%
31%
57% 57%
65%
79%
85%
88%
91% 93%
External job
swaps
Apprenticeships Job rotations Job shadowing After-action
reviews
Mentoring On-the-job
assignments
Conferences On the Job
Assessments
Development
plans
Level 1 Level 2 Level 3 Level 4
Our research shows: High-impact learning is very multi-faceted
Copyright © 2017 Deloitte Development LLC. All rights reserved. 39
2018 Bersin Learning Organization Maturity Model
Source: 2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees; Bersin by Deloitte, Deloitte Consulting LLP
Episodic / Programmatic
Level 1
Responsive / Contextualized
Level 2
Continuous / Empowering
Level 3
Anticipatory / Flow
Level 4
6%
20%
39%
35%
Copyright © 2017 Deloitte Development LLC. All rights reserved. 40
So…
Are we really ready for this shift?
Yes we are.
Copyright © 2017 Deloitte Development LLC. All rights reserved. 41
77%
53%
32%
4%
6%
13%
10%
15%
26%
4%
14%
15%
5%
10%
13%
2009
2012
2016
ILT Virtual ILT Online self-study On the Job Collaboration
ILT shrinking in volume,
growing in importance
Online and collaborative
learning Is finally
working
OTJ and apprenticeship
is growing rapidly
Today only 16% of L&D spending is allocated to instructor delivery, vs. 21% in 2011 and 33% in 2006
The content shift has happened
Source: Bersin Corporate Learning Factbook® 2015, Bersin by Deloitte, Deloitte Consulting LLP
Copyright © 2017 Deloitte Development LLC. All rights reserved. 42
Learning Technology Has Been Modernized (at last)
CBT E-Learning Video Everything
Copyright © 2017 Deloitte Development LLC. All rights reserved. 34
Copyright © 2017 Deloitte Development LLC. All rights reserved. 43
Learning preferences have changed
Top Priorities in 2017
Personalization/
Adaptive Delivery
Collaborative/
Social Learning
Micro-learning
Virtual, augmented reality
Mobile delivery
Jumped up
From #2 last year
Jumped up
From #5 last year
What did NOT make the top
five areas of focus this year?
• Curation
• Gamification
• Video
• MOOCs
• Developing L&D function
These areas are becoming
“mainstream” or commodity-like
features of learning.
Source: Donald H. Taylor, Learning Sentiment Study 2017, 885 L&D respondents, 60 countries
Artificial Intelligence
All new “digital”
technologies
Copyright © 2017 Deloitte Development LLC. All rights reserved. 44
Traditional Learning Organization Capabilities
Content
Development
Learning
Evaluation
Instructional
Design
L&D
Performance
Consulting
Learning
Delivery
Division /
Country
Leadership
LMS
Administration
New/Enhanced Learning Organization Capabilities
Strategic Enablers
Content
Curation
Experience
Design
Data
Analysis
Branding &
Communication
Experience
Management/
Architecture
Tech Tools
& Leadership
Experience
Leadership
Multimedia
Development
App
Development
User
Experience/
Interface
Design
Core
L&D technical capabilities are changing
Copyright © 2017 Deloitte Development LLC. All rights reserved. 45
Biggest skills gaps in L&D
Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017
Priority Skills for 2018
1. Performance Consulting
2. Information Architecture
3. Experience Design
4. Learning Technology &
Infrastructure
5. Learning Analytics
6. Social, Collaborative Learning
Copyright © 2017 Deloitte Development LLC. All rights reserved. 46
The new learning architecture
It’s just now becoming clear
Copyright © 2017 Deloitte Development LLC. All rights reserved. 47
The new learning architecture is multi-faceted, not LMS centric
Learning
Aggregation
Platforms
Prescriptive
Learning
Platforms
Spaced and
Micro
Learning
Platforms
AI based
analysis and
learning tools
Gamification
environments
Virtual reality
systems and
products
Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.
Copyright © 2017 Deloitte Development LLC. All rights reserved. 48
Many learning tools are needed
Source: Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017
Source: Sierra-Cedar HR Systems Study, 2017
Change Is Here:
38% of LMS users
want to “improve
the user
experience”
28% of companies
are buying a new
core learning
platform
14% are planning
on replacing their
LMS
Copyright © 2016 Deloitte Development LLC. All rights reserved. 49
New Learning Tech Segments Are Becoming Clear
Learning Experience
Platforms
Degreed, EdCast, PathGather
Jam, Fuse, Percipio, Cornerstone,
Valamis, Tribridge, …
Program Experience
(Delivery) Platforms
Intrepid (Vitalsource), NovoEd
EdX, Everwise, OpenEdX, Blackboard,
Instructure, ...
Micro Learning
Platforms
Axonify, Grovo, Qstream, Practice,
Rehearsal, Jubi, Wisetail, Mindtickle, etc.
LMS and Content Platforms
Traditional: Cornerstone, Saba, SuccessFactors, SumTotal
Modernized: Workday, Oracle, SAP, Bridge, D2L, Litmos, Intellum, Docebo, others
Assessment, VR, Development Tools
Video Authoring, Intelligent assessment, spaced learning,
gaming, virtual reality, collaboration, simulations, …
Content Libraries
Udacity, Coursera, EdX, Udemy, Pluralsight,
SkillSoft, CrossKnowledge, hundreds of others
Learning Record
Store
GrassBlade, Learning Locker,
Saltbox, Yet, Watershed
Source: Bersin by Deloitte, Deloitte Consulting LLP
1 2 3
4 5
6 7
Copyright © 2016 Deloitte Development LLC. All rights reserved. 50
Smart chatbots are here
Learning through conversations
What Pay?What Role? What Shifts?What Experience?
Copyright © 2017 Deloitte Development LLC. All rights reserved. 51
Lots of experiments and pilots now going on
Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017
Copyright © 2017 Deloitte Development LLC. All rights reserved. 52
The Likely Future: Microsoft Teams as Learning Platform
Copyright © 2016 Deloitte Development LLC. All rights reserved. 53
believe their
employees are fully
aligned with the
corporate purpose
23%
believe internal
processes for
collaboration
are working well
14%
are excellent
at building
a differentiated
employee
experience
22%
are using design
thinking as part
of crafting the
employee
experience
10%
Say problem
is urgent
38%
Culture, engagement, and beyond
Focus on the employee experience
Source: Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016
Copyright © 2017 Deloitte Development LLC. All rights reserved. 54
Self Service Intelligent ServicesCase Mgt. AI/Voice App Interfaces
Engagement
Feedback
Recognition
Learning
Career
Coaching
Performance
Goals
Succession
HRMS
Payroll/Time
Communications
Analytics/AI
ONA
Workforce Mgt
Wellbeing
Rewards
Benefits
Sourcing
Recruitment
Assessment
White collar Hourly Senior leaders Line managers Candidates Contractors External network Alumni
Senior Geographic
Business Partners
Talent Specialists
(OD, sourcing, recruiting, learning,
organized in networks of excellence)
Wellbeing, safety, culture,
engagement, recognition
Analytics, Monitoring,
Predictive, WF Planning
HR Tech,
App development
Research, Market
Best Practices,
Comp, Ben, Rewards HR Prof DevelopmentHR Ops, AI and Bots,
Intelligence
Junior
Geo Bus Partners
Teams@Work
(productivity, services, team
management, wellness, feedback,
recognition, learning)
People@Work
(productivity, services,
team management,
wellness, feedback,
recognition, learning)
Candidates@Life
Candidates (products,
jobs, projects,
opportunities)
Leaders@Work Alumni@life
The HR Technology Architecture Of The Future
How Can You Get There?
Realign your strategy, process, skills, and
technologies.
Copyright © 2017 Deloitte Development LLC. All rights reserved. 56
You Must Invest: Level 4 Companies Outperform Their Peers
Level 4 Companies
8X higher net-
promoter score
107% higher
average earnings
per share
59% higher
average three year
share price
Source: 2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees; Bersin by Deloitte, Deloitte Consulting LLP
Copyright © 2017 Deloitte Development LLC. All rights reserved. 57
We must not forget the critical role of culture
Great Corporate
University
Strong CLO
Excellent
L&D Skills
Strong Talent
Process
Excellent Training
Technology
Great L&D
Measures &
Effectiveness
Have we created an organization
which truly has a culture to learn?
Does Leadership
reinforce the need
to Learn?
Can we get time
from experts and
leaders?
Do people share
information
openly?
Do people feel
empowered to
point out errors?
Do we listen
to customers
openly?
Do we take
the time to
reflect?
Do people
move around
and take risks?
Are experts
rewarded and
valued?
Copyright © 2017 Deloitte Development LLC. All rights reserved. 58
A Renaissance In Learning Has Arrived: 2018 is the Time
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 our legal structure. Certain services may not be available to attest clients under the rules and regulations of public
accounting.
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor
should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may
affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who
relies on this publication.
Copyright © 2017 Deloitte Development LLC. All rights reserved.

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Learning in the Flow of Work

  • 1. Josh Bersin Principal and Founder, Bersin™ Deloitte Consulting LLP Copyright © 2018 Deloitte Development LLC. All rights reserved. Learning In The Flow of Work A new world of learning is finally here.
  • 2. The exponential importance of learning A business, economic, and social imperative “The learning curve is the earning curve.”
  • 3. Copyright © 2017 Deloitte Development LLC. All rights reserved. 3 Robots and AI 77% of CEOs expect the role of AI, Robotics, and Automation to “increase significantly” over the next 2 years. Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10, 2015. https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial- robots/index.html
  • 4. Copyright © 2017 Deloitte Development LLC. All rights reserved. 4 Source: U.S. Bureau of Labor Statistics and LinkedIn 2017 Jobs Report Shift to a service and IP-based economy Jobs Are Rapidly Shifting to Services not Labor US BLS estimates that 65% of children entering primary school today will hold jobs that do not yet exist.
  • 5. Copyright © 2017 Deloitte Development LLC. All rights reserved. 5 1 billion smartphones iPhone ® launched 100 million Twitter users Since 2011 productivity gains have slowed to crawl US productivity last ten years Productivity is suffering—is technology helping?
  • 6. Copyright © 2017 Deloitte Development LLC. All rights reserved. 6 Sources: Deloitte Human Capital Trends 2014 and 2015 The “average” US worker now spends 25% of their day reading or answering emails Fewer than 16% of companies have a program to “simplify work” or help employees deal with stress. More than 80% of all companies rate their business “highly complex” or “complex” for employees. The average mobile phone user checks their device 150 times a day. The “average” US worker works 47 hours and 49% work 50 hours or more per week, with 20% at 60+ hours per week 40% of the US population believes it is impossible to succeed at work and have a balanced family life. Employees are overwhelmed
  • 7. Copyright © 2017 Deloitte Development LLC. All rights reserved. 7 Average 3.2 What are these companies doing? Summer, 2016 Glassdoor Bersin by Deloitte Research Engagement remains a challenge
  • 8. Copyright © 2017 Deloitte Development LLC. All rights reserved. 8 Source: Meet the Modern Learner: Engaging the Overwhelmed, Distracted, and Impatient Employee, Bersin by Deloitte, Deloitte Consulting LLP The Reality of Learning Today: 24 Minutes A Week 24 minutes a week
  • 9. Copyright © 2017 Deloitte Development LLC. All rights reserved. 9 A brand new war for skills It’s different this time. New skills, new roles, the concept of a “job” is changing.
  • 10. Copyright © 2017 Deloitte Development LLC. All rights reserved. 10 Hiring is as hard as it has been since 2001 and “time to hire” is even greater Unemployment Rate Nearing Record Lows End of Korean War Vietnam War https://www.thebalance.com/unemployment-rate-by-year-3305506 Black Monday Dot Com Dot Bomb Financial Crisis 1970- 1976 6.2% jumping to 12.3 % Inflation 2007 4.1% Inflation Mean “time to hire” for new hires is 31 days, higher than it was in 2001. http://dhihiringindicators.com/wp-content/uploads/2018/01/2018-01-DHI-Hiring-Indicators-Report-FINAL-2.pdf Expected to drop to 3.9%
  • 11. Copyright © 2017 Deloitte Development LLC. All rights reserved. 11 How we used to create jobs: “job design” People Work Job Design Tasks Competencies Skills Experience Organization Design Span of Control Functional Specialization Process Design Delegation of Responsibility Job Description Title Level Responsibilities Credentials Job Requisition Education, Credentials, Experience, Skills, Salary history
  • 12. Copyright © 2017 Deloitte Development LLC. All rights reserved. 12 How we create jobs now: “work and task design” Software, Machines, Tools People Work Services, Tasks, Projects, Activities Job Requisition Experiences, Knowledge, Culture, Connections Teams, Squads, Tribes, Team Leaders Role, Skills, Capabilities, Experiences Culture
  • 13. Copyright © 2017 Deloitte Development LLC. All rights reserved. 13 A C D E B How things were How things “are” B A DCF G E Shared values and culture Transparent goals and projects Free flow of information and feedback People rewarded for their skills and abilities, not position How things work A network of teams And organizations must redesign themselves Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends
  • 14. Copyright © 2016 Deloitte Development LLC. All rights reserved. 14 Demanding new skills, and jobs that are more “Hybrid” than ever 2.8 2.9 3 3.1 3.4 3.6 4.4 4.5 5.5 5.5 5.6 5.7 6.5 9.8 0 1 2 3 4 5 6 7 8 9 10 Head of Customer Experience Reliability Engineer Marketing Content Manager Guest Experience Manager Licensed Realtor Head of Partnerships Peronsal Loan Consultant Brand Partner Big Data Developer Full Stack Engineer Customer Success Manager Sales Representative Data Scientist Machine Learning Engineer Most In-Demand Jobs 2018 Soft Skills Tech https://economicgraph.linkedin.com/research/LinkedIns-2017-US-Emerging-Jobs-Report Most In-Demand Skills Most In-Demand Capabilities
  • 15. Copyright © 2016 Deloitte Development LLC. All rights reserved. 15 Even technical roles are changing … Data Scientist, the Hottest Job in 2017, has changed
  • 16. Copyright © 2016 Deloitte Development LLC. All rights reserved. 16 And… We are living longer.. stretching the talent cycle “Since 1840 there has been an increase in life expectancy of three months for every year.” Source: Gratton, Lynda; Scott, Andrew. The 100-Year Life Today’s Millennials have a 50% chance of living to 100+ Increase in Life Expectancy Over Time Source: http://www.mortality.org/ Will Generational Bias Be the Hot Button of 2018?
  • 17. 17Copyright © 2016 Deloitte Development LLC. All rights reserved. Careers redefined A career is now a series of developmental experiences, leading to growth, not always promotion
  • 18. Copyright © 2016 Deloitte Development LLC. All rights reserved. 18 Education Work Retirement Education Work Leisure From To “The Three Boxes of Life,” by Dick Bowles How life has changed Source: The Three Boxes of Life” by Dick Bowles, Ten Speed Press; 1st Paperback Edition (August 1, 1981)
  • 19. Copyright © 2017 Deloitte Development LLC. All rights reserved. 19 Demanding a completely new career model in companies 58% of companies are redesigning or planning to redesign their career model Deloitte HC Trends 2017 83% of companies expect to have an “open” or “highly flexible” career model within the next 3-5 years Deloitte HC Trends 2017 While 33% of companies promote vertical career moves, 67% now promote horizontal or project based career progression Deloitte HC Trends 2017 31% of companies expect careers to be 3-5 years long 60% expect them to be 10 years or less Deloitte HC Trends 2017 Learning and career management software is the #1 fastest growing segment in HR technology (Sierra-Cedar 2016– 2017 Survey HR White Paper)
  • 20. Copyright © 2017 Deloitte Development LLC. All rights reserved. 20 Our Challenge in 2018 How do we re-architect corporate learning to deal with this new world of work?
  • 21. Copyright © 2017 Deloitte Development LLC. All rights reserved. 21 CEOs, CFOs, CHROs agree on #1 issue: risk of retaining and attracting top talent CEOs have awakened to the problem TCB-1652 Conference Board C-Suite Challenge 2018, n=570 Failure to Attract, Retain Talent Developing Next-Gen Leaders Healthcare for Employees Developing System for Performance Workforce Diversity
  • 22. Copyright © 2017 Deloitte Development LLC. All rights reserved. 22 L&D Budgets Are Increasing The average large L&D organization has 22 different tools, technologies, and platforms to support corporate learning. Source: Toward Maturity 2017, Benchmark Report, n=700 41% 40% 20% 69% 28% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80% Increased Stayed the same Decreased L&D Budget Percent Spent on Technology
  • 23. Copyright © 2017 Deloitte Development LLC. All rights reserved. 23 L&D Teams growing in size Source: Sierra-Cedar HR Systems Study November 2017 Learning & Development Is The Fastest Growing Headcount Growth in HR Function Also: 68% of organizations are investing in “career management” tools, second only to analytics in priority
  • 24. Copyright © 2017 Deloitte Development LLC. All rights reserved. 24 Yet until now, L&D has not been keeping up 75% of the workforce will be made up of Millennials by 2025, yet 45% tell us they get no leadership development at all. 45% of North American survey respondents think their current skills will be inadequate in three years Source: A New Model for Corporate Learning, by Karie Willyerd, Alwin Grünwald, Kerry Brown, Bernd Welz, and Polly Traylor, Deloitte Human Capital Trends 2017, Deloitte Millennial Survey 2017, Bersin High-Impact Learning Organization 2017 of global survey respondents think their companies are not giving them opportunities to develop 59% The Net-Promoter Score of L&D rated by non HR professionals is -8! - Bersin HILO 2017
  • 25. Copyright © 2017 Deloitte Development LLC. All rights reserved. 25 We are here E-Learning & Blended 1998-2002 2005 20182010 Self-Study Online Learning Course Catalog Online University 2020 Learning In Flow of Work LearningInTheFlow ofWork Instructional Design Kirkpatrick LMS as E-Learning Platform Talent Management Career Focused Lots of Topics Learning Path Career Track Blended Learning Social Learning LMS as Talent Platform Digital Learning Everyone, All the Time, Everywhere Micro-Learning Real-time Video Courses Everywhere Design Thinking Learning Experience LMS invisible Data Driven, Mobile Continuous Learning Learning On Demand Embedded Learning Video, Self-Authored Mobile, YouTube 70-20-10 Taxonomies LMS as Experience Platform Formats Philosophy Users Systems Source: Bersin by Deloitte, Deloitte Consulting LLP From e-learning to “learning in the flow of work” We are entering a whole new era of L&D technologies and architecture
  • 26. 26 What is Learning In the Flow of Work?
  • 27. Copyright © 2017 Deloitte Development LLC. All rights reserved. 27 A simple model to consider Micro-Learning Macro-Learning I need help now. I want to learn something new. • 2 minutes or less • Topic or problem based • Search by asking a question • Video or text • Indexed and searchable • Content rated for quality and utility • Several hours or days • Definitions, concepts, principles, and practice • Exercises graded by others • People to talk with, learn from • Coaching and support needed Is the content useful and accurate? Is the author authoritative and educational? Videos, articles, code samples, tools Courses, classes, MOOCs, programs
  • 28. Copyright © 2016 Deloitte Development LLC. All rights reserved. 28 Microlearning: The Hype is Real Hype Stage Reality Stage Google Trends interest in “Microlearning” Trough
  • 29. Copyright © 2017 Deloitte Development LLC. All rights reserved. 29 Where does macro and micro learning apply? Macro Macro Micro Micro Micro Micro Micro Credential Teach New on the Job Seasoned Expert PaceofLearning Normal Great Bad
  • 30. Copyright © 2017 Deloitte Development LLC. All rights reserved. 30 At the employee level, this is a problem of creating “flow” Level of Challenge Level of Skill Onboarding New Assignment If you can do it, Learning in the flow of work drives productivity, energy, engagement, and retention New Hire Experience Plateau Promotion
  • 31. Copyright © 2017 Deloitte Development LLC. All rights reserved. 31 New research by O’Reilly demonstrates this cycle Evaluation of more than 200,000 learning activities in the O’Reilly books and media network Novice Literate Capable Expert Structured Content (Macro Learning) (58%) Un-Structured Content (Micro Learning) (42%) O’Reilly study of over 200,000 learning interactions for engineering and software skills found that 58% are “structured” or linear, and 42% are “ad-hoc” or content focused. © O’Reilly Media, Inc.
  • 32. Copyright © 2017 Deloitte Development LLC. All rights reserved. 32 New research by O’Reilly (one of the largest publishers of tech pubs) Novice Literate Capable Expert Structured Content (Macro Learning) (58%) Un-Structured Content (Micro Learning) (42%) O’Reilly study of over 200,000 learning interactions for engineering and software skills found that 58% are “structured” or linear, and 42% are “ad-hoc” or content focused. © O’Reilly Media, Inc. Seasoned, High Performers Use self-directed discovery for problem-solving, and nonlinear instruction to acquire new skills. Require high-quality, relevant content with depth and breadth. New to Topic, Role, Skill Learn basics through comprehensive, sequential (linear) instruction. Require structured, highly curated content
  • 33. Copyright © 2017 Deloitte Development LLC. All rights reserved. 33 Does micro-learning work? Yes…. The Ebbinghaus forgetting curve Source: “Repeated retrieval during learning is the key to long-term retention” by Jeffrey D. Karpicke, Henry L. Roediger III, Journal of Memory and Language, August 2007. http://www.sciencedirect.com/science/article/pii/S0749596X06001367
  • 34. Copyright © 2017 Deloitte Development LLC. All rights reserved. 34 Repetition, spacing, questioning Add Spaced Repetition - Learning Improves Further Source: Bersin by Deloitte, Deloitte Consulting LLP
  • 35. Copyright © 2017 Deloitte Development LLC. All rights reserved. 35 How Does It Look? Micro Learning is Small Doses of Actionable Information Source “The art and science of learning that sticks,” Grovo, 2017
  • 36. Copyright © 2017 Deloitte Development LLC. All rights reserved. 36 Add “Practice” or “Retrieval Practices,” and learning goes up even more! • “Not only does retrieval produce learning, a retrieval event may actually represent a more powerful learning activity than an encoding event.” • “Retrieval practice produces more learning than elaborative study, implying that the act of reconstructing knowledge itself is one of the most powerful learning activities we can produce.” 28% 46% 41% 69% Study Repeated Study Concept Mapping Practice and Retrieval Technical Material Percentage Retained Two Weeks Later Source: “Retrieval Practice Produces More Learning than Elaborative Studying with Concept Mapping, “ Karpicke and Blunt, Purdue, 1/21/2011
  • 37. Copyright © 2017 Deloitte Development LLC. All rights reserved. 37 But it’s not quite enough. We see four broad modalities today Micro Learning Videos, blogs, articles, micro-learning programs, curated feeds, on-demand, in the flow of work Macro Learning MOOCs, courseware, courses, simulations, assessments and may include VR and AR “University” Learning Events, innovation sessions, leadership programs Experiential Learning Coaching, developmental assignments, mentorship, exposure Only 31% of companies offer continuous learning opportunities, only 14% feel effective in this area, yet 79% of L&D professionals investing in this model. 42% of companies believe they effectively help people perform in future role, 29% in future role, yet focus here is high and growing Only 38% of companies offer development activities outside of formal training, continuous focus needed 83% of companies have a corporate university and 32% say its usage is increasing Source: Bersin by Deloitte High-Impact Learning Organization 2017, n=1200 ATD “Microlearning: Delivering Bite-Sized Knowledge,” n=596
  • 38. Copyright © 2017 Deloitte Development LLC. All rights reserved. 38 ExperientialLearningMethods Source: Bersin, Deloitte Consulting LLP 2017 4% 20% 22% 18% 21% 48% 56% 55% 43% 50% 7% 22% 35% 29% 32% 58% 64% 58% 61% 64% 10% 36% 53% 44% 57% 85% 84% 85% 85% 88% 12% 31% 57% 57% 65% 79% 85% 88% 91% 93% External job swaps Apprenticeships Job rotations Job shadowing After-action reviews Mentoring On-the-job assignments Conferences On the Job Assessments Development plans Level 1 Level 2 Level 3 Level 4 Our research shows: High-impact learning is very multi-faceted
  • 39. Copyright © 2017 Deloitte Development LLC. All rights reserved. 39 2018 Bersin Learning Organization Maturity Model Source: 2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees; Bersin by Deloitte, Deloitte Consulting LLP Episodic / Programmatic Level 1 Responsive / Contextualized Level 2 Continuous / Empowering Level 3 Anticipatory / Flow Level 4 6% 20% 39% 35%
  • 40. Copyright © 2017 Deloitte Development LLC. All rights reserved. 40 So… Are we really ready for this shift? Yes we are.
  • 41. Copyright © 2017 Deloitte Development LLC. All rights reserved. 41 77% 53% 32% 4% 6% 13% 10% 15% 26% 4% 14% 15% 5% 10% 13% 2009 2012 2016 ILT Virtual ILT Online self-study On the Job Collaboration ILT shrinking in volume, growing in importance Online and collaborative learning Is finally working OTJ and apprenticeship is growing rapidly Today only 16% of L&D spending is allocated to instructor delivery, vs. 21% in 2011 and 33% in 2006 The content shift has happened Source: Bersin Corporate Learning Factbook® 2015, Bersin by Deloitte, Deloitte Consulting LLP
  • 42. Copyright © 2017 Deloitte Development LLC. All rights reserved. 42 Learning Technology Has Been Modernized (at last) CBT E-Learning Video Everything Copyright © 2017 Deloitte Development LLC. All rights reserved. 34
  • 43. Copyright © 2017 Deloitte Development LLC. All rights reserved. 43 Learning preferences have changed Top Priorities in 2017 Personalization/ Adaptive Delivery Collaborative/ Social Learning Micro-learning Virtual, augmented reality Mobile delivery Jumped up From #2 last year Jumped up From #5 last year What did NOT make the top five areas of focus this year? • Curation • Gamification • Video • MOOCs • Developing L&D function These areas are becoming “mainstream” or commodity-like features of learning. Source: Donald H. Taylor, Learning Sentiment Study 2017, 885 L&D respondents, 60 countries Artificial Intelligence All new “digital” technologies
  • 44. Copyright © 2017 Deloitte Development LLC. All rights reserved. 44 Traditional Learning Organization Capabilities Content Development Learning Evaluation Instructional Design L&D Performance Consulting Learning Delivery Division / Country Leadership LMS Administration New/Enhanced Learning Organization Capabilities Strategic Enablers Content Curation Experience Design Data Analysis Branding & Communication Experience Management/ Architecture Tech Tools & Leadership Experience Leadership Multimedia Development App Development User Experience/ Interface Design Core L&D technical capabilities are changing
  • 45. Copyright © 2017 Deloitte Development LLC. All rights reserved. 45 Biggest skills gaps in L&D Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017 Priority Skills for 2018 1. Performance Consulting 2. Information Architecture 3. Experience Design 4. Learning Technology & Infrastructure 5. Learning Analytics 6. Social, Collaborative Learning
  • 46. Copyright © 2017 Deloitte Development LLC. All rights reserved. 46 The new learning architecture It’s just now becoming clear
  • 47. Copyright © 2017 Deloitte Development LLC. All rights reserved. 47 The new learning architecture is multi-faceted, not LMS centric Learning Aggregation Platforms Prescriptive Learning Platforms Spaced and Micro Learning Platforms AI based analysis and learning tools Gamification environments Virtual reality systems and products Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.
  • 48. Copyright © 2017 Deloitte Development LLC. All rights reserved. 48 Many learning tools are needed Source: Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017 Source: Sierra-Cedar HR Systems Study, 2017 Change Is Here: 38% of LMS users want to “improve the user experience” 28% of companies are buying a new core learning platform 14% are planning on replacing their LMS
  • 49. Copyright © 2016 Deloitte Development LLC. All rights reserved. 49 New Learning Tech Segments Are Becoming Clear Learning Experience Platforms Degreed, EdCast, PathGather Jam, Fuse, Percipio, Cornerstone, Valamis, Tribridge, … Program Experience (Delivery) Platforms Intrepid (Vitalsource), NovoEd EdX, Everwise, OpenEdX, Blackboard, Instructure, ... Micro Learning Platforms Axonify, Grovo, Qstream, Practice, Rehearsal, Jubi, Wisetail, Mindtickle, etc. LMS and Content Platforms Traditional: Cornerstone, Saba, SuccessFactors, SumTotal Modernized: Workday, Oracle, SAP, Bridge, D2L, Litmos, Intellum, Docebo, others Assessment, VR, Development Tools Video Authoring, Intelligent assessment, spaced learning, gaming, virtual reality, collaboration, simulations, … Content Libraries Udacity, Coursera, EdX, Udemy, Pluralsight, SkillSoft, CrossKnowledge, hundreds of others Learning Record Store GrassBlade, Learning Locker, Saltbox, Yet, Watershed Source: Bersin by Deloitte, Deloitte Consulting LLP 1 2 3 4 5 6 7
  • 50. Copyright © 2016 Deloitte Development LLC. All rights reserved. 50 Smart chatbots are here Learning through conversations What Pay?What Role? What Shifts?What Experience?
  • 51. Copyright © 2017 Deloitte Development LLC. All rights reserved. 51 Lots of experiments and pilots now going on Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017
  • 52. Copyright © 2017 Deloitte Development LLC. All rights reserved. 52 The Likely Future: Microsoft Teams as Learning Platform
  • 53. Copyright © 2016 Deloitte Development LLC. All rights reserved. 53 believe their employees are fully aligned with the corporate purpose 23% believe internal processes for collaboration are working well 14% are excellent at building a differentiated employee experience 22% are using design thinking as part of crafting the employee experience 10% Say problem is urgent 38% Culture, engagement, and beyond Focus on the employee experience Source: Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016
  • 54. Copyright © 2017 Deloitte Development LLC. All rights reserved. 54 Self Service Intelligent ServicesCase Mgt. AI/Voice App Interfaces Engagement Feedback Recognition Learning Career Coaching Performance Goals Succession HRMS Payroll/Time Communications Analytics/AI ONA Workforce Mgt Wellbeing Rewards Benefits Sourcing Recruitment Assessment White collar Hourly Senior leaders Line managers Candidates Contractors External network Alumni Senior Geographic Business Partners Talent Specialists (OD, sourcing, recruiting, learning, organized in networks of excellence) Wellbeing, safety, culture, engagement, recognition Analytics, Monitoring, Predictive, WF Planning HR Tech, App development Research, Market Best Practices, Comp, Ben, Rewards HR Prof DevelopmentHR Ops, AI and Bots, Intelligence Junior Geo Bus Partners Teams@Work (productivity, services, team management, wellness, feedback, recognition, learning) People@Work (productivity, services, team management, wellness, feedback, recognition, learning) Candidates@Life Candidates (products, jobs, projects, opportunities) Leaders@Work Alumni@life The HR Technology Architecture Of The Future
  • 55. How Can You Get There? Realign your strategy, process, skills, and technologies.
  • 56. Copyright © 2017 Deloitte Development LLC. All rights reserved. 56 You Must Invest: Level 4 Companies Outperform Their Peers Level 4 Companies 8X higher net- promoter score 107% higher average earnings per share 59% higher average three year share price Source: 2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees; Bersin by Deloitte, Deloitte Consulting LLP
  • 57. Copyright © 2017 Deloitte Development LLC. All rights reserved. 57 We must not forget the critical role of culture Great Corporate University Strong CLO Excellent L&D Skills Strong Talent Process Excellent Training Technology Great L&D Measures & Effectiveness Have we created an organization which truly has a culture to learn? Does Leadership reinforce the need to Learn? Can we get time from experts and leaders? Do people share information openly? Do people feel empowered to point out errors? Do we listen to customers openly? Do we take the time to reflect? Do people move around and take risks? Are experts rewarded and valued?
  • 58. Copyright © 2017 Deloitte Development LLC. All rights reserved. 58 A Renaissance In Learning Has Arrived: 2018 is the Time
  • 59. 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 our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Copyright © 2017 Deloitte Development LLC. All rights reserved.

Editor's Notes

  1. It’s not just the business goals that need to be taken into account tho. It’s also the learner. Learners develop new skills much differently than they did 20 years ago Three words to describe them: distracted, overwhelmed, and impatient Ya’ll probably know this, but designers now have between 5 and 10 seconds to grab learner’s attention. We learned in a seminar this week that people’s attention span is about 8 seconds. The final stat I want to throw at you is that, in a typical work week, you have about 1% of an employee’s time to focus on training and development (in the traditional sense). Because of this, some definite preferences have emerged for the modern learner. Untethered. Workers work from everywhere – plants, planes, cars, airports. Workers want to be able to learn from these places as well. On-demand. Learners have a preference for learning in-the-moment, when they need the info. Google gets accessed much more than online courses. People are increasingly turning to smartphones to get answers to questions. Collaborative. Developing and accessing networks is becoming more important. Sometimes more important than the knowledge itself when it comes to doing a job. Empowered. The half life of a workplace skill is now between 2.5 to 5 years. Workers often find their own training when they can’t find it within the company. In fact, 62% of IT professionals say that they have spent their own money on outside courses to learn skills for their job. SO businesses are changing and accelerating, and learners have different preferences than they have in the past, and that puts L&D in a weird spot. How are we doing? Empowered (1200+ providers of professional learning / 250,000 learning “items”) 70% turn to Google (towards maturity) 10s of millions in MOOCs Somewhat distainful of formal training
  2. The findings 92 percent of companies believe that redesigning the organization is important, making it No. 1 in ranked importance among this year’s respondents. Companies are decentralizing authority, moving toward product- and customer-centric organizations, and forming dynamic networks of highly empowered teams that communicate and coordinate activities in unique and powerful ways. Three in four respondents report that they are either currently restructuring their organization or have recently completed the process.   Why is this? A new mode of organization—a “network of teams” with a high degree of empowerment, strong communication, and rapid information flow—is now sweeping business and governments around the world. The growth of the Millennial demographic, the diversity of global teams, and the need to innovate and work more closely with customers are driving a new organizational flexibility among high-performing companies. They are operating as a network of teams alongside traditional structures, with people moving from team to team rather than remaining in static formal configurations. Two major factors are driving change. Small teams can deliver results faster, engage people better, and stay closer to their mission. Second, the digital revolution helps teams stay aligned. Today, teams use web or mobile apps to share goals, keep up to date on customer interactions, communicate product quality or brand issues, and build a common culture.   What’s needed? The days of the top-down hierarchical organization are slowly coming to an end, but changing the organization chart is only a small part of the transition to the network of teams. Now, more than ever, is the time to challenge traditional organizational structures, empower teams, hold people accountable, and focus on building a culture of shared information, shared vision, and shared direction.
  3. First, they’re using work for learning. They’re looking for opportunities where work already provides developmental experiences. In our last study we asked about 40 different technologies and methods for learning to see which were impactful And it turns out that the only group that showed a positive, significant relationship with business and learner experience outcomes were these 10 as a group They are those that provide individuals with experiences. So organizations that are using these types of methods tend to be doing better. In fact, the chart shows that high performing organizations – those shown here in blue and green, are using these methods much more than their lower performing counterparts.
  4. A couple of interesting points about the model itself. First, 74% of organizations fall in the bottom two levels Usually there is a difference between high and low maturity, meaning that there is a break between levels two and three; In the case o this model, the biggest jump was between levels 3 and 4. Level 4 companies scored higher in almost everything. And they’re usually outperforming other organizations by a pretty wide margin. Other ways to think about this model: Push to pull Separate L&D to integrated & invisibile Org-driven vs. org-enabled Super boring to somewhat interesting
  5. Capabilities required for digital are different from today’s learning org capabilities Core Capabilities Predictive and advanced analytics Data analysis / visualization Information / knowledge management Website management Learning experience mapping Change management Marketing Strategic Capabilities Business alignment / acumen Innovation Design thinking Strategic thinking Performance consulting Project management Storytelling Knowledge of technologies Stakeholder management Product management Agile project management Vendor management Creative / Enablers Capabilities Creative thinking Visual / Process design Multimedia / Graphics design Information design Logical structuring Software programming App design / development Gamification / game-based design Software programming
  6. Note: 64% of all US jobs are hourly or shift jobs, AI can reduce recruiter time by 67% and time to fill by 79% (BLS and Mya research)