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Copyright © 2017 Deloitte Development Learning in the Flow of Work

Copyright © 2017 Deloitte Development Learning in the Flow of Work

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. 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

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Editor's Notes

  • 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

  • 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.
  • 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.



  • 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
  • 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
  • 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)

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