Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
This document discusses how motivations for work are changing as living standards rise globally. Some key points:
- As countries become wealthier, workers spend less time working due to higher standards of living. However, expectations of what a job should provide have increased beyond just income.
- Younger generations and workers in wealthier countries place less importance on work relative to leisure compared to older generations.
- While compensation remains important, only 22% of global workers say it is the most important job attribute. Other factors like interesting work and an inspiring company matter more to many.
- As communities have declined, work has become a more important source of social connection and purpose beyond just income for many workers.
Do your benefits align with your organization’s values and connect your employees to your mission? In a 2017 survey, polling organization Gallup found that only 41 percent of U.S. employees said that they knew what their company stands for. The same research showed that a 10 percent improvement in this understanding led to an 8.1 percent decrease in turnover and a 4.4 percent increase in profitability.
Used correctly, your benefits package can demonstrate your values and create a better experience for your employees, whether they’re at work or at home. Join BambooHR and League to explore how to use your benefits program to promote an improved employee experience.
This document provides information on managing and motivating millennials in the workplace. It discusses the characteristics of millennials and how they differ from other generations in areas such as leadership, feedback, and work-life balance. Tips are provided on managing millennials effectively, such as providing strong management, connecting work to a higher purpose, making recognition impactful, making work challenging and engaging, and leveraging technology. The document also discusses how millennials are entering management roles and the differences and similarities between millennials and the new Gen Z workers.
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
This document discusses how motivations for work are changing as living standards rise globally. Some key points:
- As countries become wealthier, workers spend less time working due to higher standards of living. However, expectations of what a job should provide have increased beyond just income.
- Younger generations and workers in wealthier countries place less importance on work relative to leisure compared to older generations.
- While compensation remains important, only 22% of global workers say it is the most important job attribute. Other factors like interesting work and an inspiring company matter more to many.
- As communities have declined, work has become a more important source of social connection and purpose beyond just income for many workers.
Do your benefits align with your organization’s values and connect your employees to your mission? In a 2017 survey, polling organization Gallup found that only 41 percent of U.S. employees said that they knew what their company stands for. The same research showed that a 10 percent improvement in this understanding led to an 8.1 percent decrease in turnover and a 4.4 percent increase in profitability.
Used correctly, your benefits package can demonstrate your values and create a better experience for your employees, whether they’re at work or at home. Join BambooHR and League to explore how to use your benefits program to promote an improved employee experience.
This document provides information on managing and motivating millennials in the workplace. It discusses the characteristics of millennials and how they differ from other generations in areas such as leadership, feedback, and work-life balance. Tips are provided on managing millennials effectively, such as providing strong management, connecting work to a higher purpose, making recognition impactful, making work challenging and engaging, and leveraging technology. The document also discusses how millennials are entering management roles and the differences and similarities between millennials and the new Gen Z workers.
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Ten Disruptions in HR Technology for 2015: Ignore At Your PerilJosh Bersin
This document discusses 10 disruptions that will impact HR technology in 2015. It summarizes that HR systems are aging rapidly and there are too many separate systems in use. It also discusses trends toward simplifying user interfaces and mobile access, embedding analytics into systems, using data and assessments to better understand leadership and talent, continuous feedback through employee sensing, and network recruiting platforms replacing traditional applicant tracking.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
10 Tips on New Hire Orientation & OnboardingEduson.tv
- 69% of employees choose to stay in the company as a result of onboarding program.
- It takes 1 year for an average new employee to become fully productive.
- 49% of millennials claim they need a better onboarding process.
In this white paper you’ll get:
- 10 tips on better onboarding with infographics.
- Best practices from global brands (IBM, Toyota, Master Card, etc.).
- 2 big onboarding mistakes you are likely to make.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
The Employee Experience: From Engagement to EnergyGlintInc
This document discusses how organizations can create an engaging employee experience to drive business performance. It highlights trends like the changing demographics in the workforce, the impact of technology, and how employees are feeling overwhelmed. Organizations are urged to focus on employee well-being, engagement, and development to create an irresistible workplace where people have energy and passion for their work. Factors like meaningful work, flexible work environments, learning and growth opportunities, transparency and trust in leadership are identified as important for employee vitality and performance. The use of feedback systems and a focus on culture, inclusion and purpose are presented as ways for organizations to build sustainable engagement.
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
Learning and Development mission, strategy, and goalsJerry Davis
The document outlines a 5 year strategic plan for a Learning and Development group with the following key objectives:
1. Improve asset utilization and cost performance by expanding online learning opportunities and maximizing use of their learning management system.
2. Build strong partnerships with customers by providing business consulting services, leveraging existing training, and regularly communicating with customers.
3. Encourage development and growth internally by providing regular communications on self-development opportunities and setting an example by outlining their own development plans.
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
This document provides guidance on best practices for setting OKR goals. It defines Objectives and Key Results, and explains why OKRs are an effective goal-setting framework. Regular weekly check-ins and closed-loop feedback are identified as critical for connecting goals to results. Examples of objectives and key results at both the company and department level are also provided.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
The document outlines the human resource strategy and goals for a company. It identifies four strategic drivers: 1) providing tools and processes for understanding talent pipeline demands, 2) identifying capability barriers to success, 3) establishing assessment and development processes to ensure the right skills are in place, and 4) establishing an aligned people development agenda. Key performance indicators are established to measure progress on goals related to each strategic driver, such as percentage of openings filled using succession planning and percentage of employees participating in training programs and performance reviews.
Degreed LENS Event: Reinventing the Learning Experience - March 23rd, 2016, N...David Blake
Are you ready for today's learners?
According to new research by Degreed, only 18% of workers would recommend their employer's L&D opportunities to a colleague; they're disengaged and looking elsewhere for their learning and growth experiences. In this exclusive, free invitation-only event you will hear from prominent industry analyst, Josh Bersin, about innovative approaches to corporate learning in the 21st century.
Through a series of case studies and interactive discussion, you will also connect with some of the most forward thinking L&D leaders to share what they're learning about how to build more engaging, more responsive digital learning experiences.
[Webinar] BYOL: Bring Your Own LearningDavid Blake
YouTube: http://youtu.be/SBGyZHjNzHI?t=1m
The BYOD trend brought a flood of both anxieties and benefits to the workplace. Now BYOL, "Bring Your Own Learning", is upon us and has brought anxieties as learning professionals prepare for the complexities, and work to unlock the benefits. Take an in-depth look at the data behind the BYOL "Bring Your Own Learning" trend.
This presentation covers:
- Consumerization of Learning
- "Autonomy Leads to Engagement"
- How to Manage the BYOL Shift
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Ten Disruptions in HR Technology for 2015: Ignore At Your PerilJosh Bersin
This document discusses 10 disruptions that will impact HR technology in 2015. It summarizes that HR systems are aging rapidly and there are too many separate systems in use. It also discusses trends toward simplifying user interfaces and mobile access, embedding analytics into systems, using data and assessments to better understand leadership and talent, continuous feedback through employee sensing, and network recruiting platforms replacing traditional applicant tracking.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
10 Tips on New Hire Orientation & OnboardingEduson.tv
- 69% of employees choose to stay in the company as a result of onboarding program.
- It takes 1 year for an average new employee to become fully productive.
- 49% of millennials claim they need a better onboarding process.
In this white paper you’ll get:
- 10 tips on better onboarding with infographics.
- Best practices from global brands (IBM, Toyota, Master Card, etc.).
- 2 big onboarding mistakes you are likely to make.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
The Employee Experience: From Engagement to EnergyGlintInc
This document discusses how organizations can create an engaging employee experience to drive business performance. It highlights trends like the changing demographics in the workforce, the impact of technology, and how employees are feeling overwhelmed. Organizations are urged to focus on employee well-being, engagement, and development to create an irresistible workplace where people have energy and passion for their work. Factors like meaningful work, flexible work environments, learning and growth opportunities, transparency and trust in leadership are identified as important for employee vitality and performance. The use of feedback systems and a focus on culture, inclusion and purpose are presented as ways for organizations to build sustainable engagement.
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
Learning and Development mission, strategy, and goalsJerry Davis
The document outlines a 5 year strategic plan for a Learning and Development group with the following key objectives:
1. Improve asset utilization and cost performance by expanding online learning opportunities and maximizing use of their learning management system.
2. Build strong partnerships with customers by providing business consulting services, leveraging existing training, and regularly communicating with customers.
3. Encourage development and growth internally by providing regular communications on self-development opportunities and setting an example by outlining their own development plans.
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
This document provides guidance on best practices for setting OKR goals. It defines Objectives and Key Results, and explains why OKRs are an effective goal-setting framework. Regular weekly check-ins and closed-loop feedback are identified as critical for connecting goals to results. Examples of objectives and key results at both the company and department level are also provided.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
The document outlines the human resource strategy and goals for a company. It identifies four strategic drivers: 1) providing tools and processes for understanding talent pipeline demands, 2) identifying capability barriers to success, 3) establishing assessment and development processes to ensure the right skills are in place, and 4) establishing an aligned people development agenda. Key performance indicators are established to measure progress on goals related to each strategic driver, such as percentage of openings filled using succession planning and percentage of employees participating in training programs and performance reviews.
Degreed LENS Event: Reinventing the Learning Experience - March 23rd, 2016, N...David Blake
Are you ready for today's learners?
According to new research by Degreed, only 18% of workers would recommend their employer's L&D opportunities to a colleague; they're disengaged and looking elsewhere for their learning and growth experiences. In this exclusive, free invitation-only event you will hear from prominent industry analyst, Josh Bersin, about innovative approaches to corporate learning in the 21st century.
Through a series of case studies and interactive discussion, you will also connect with some of the most forward thinking L&D leaders to share what they're learning about how to build more engaging, more responsive digital learning experiences.
[Webinar] BYOL: Bring Your Own LearningDavid Blake
YouTube: http://youtu.be/SBGyZHjNzHI?t=1m
The BYOD trend brought a flood of both anxieties and benefits to the workplace. Now BYOL, "Bring Your Own Learning", is upon us and has brought anxieties as learning professionals prepare for the complexities, and work to unlock the benefits. Take an in-depth look at the data behind the BYOL "Bring Your Own Learning" trend.
This presentation covers:
- Consumerization of Learning
- "Autonomy Leads to Engagement"
- How to Manage the BYOL Shift
Digital disruption is here as 90% of organizations anticipate disruption from digital trends but only 40% are preparing. As technology accelerates, human adaptability must also accelerate through optimizing learning. Both employees and business leaders value learning and development. However, corporate learning is not meeting expectations, with only 37% of employees seeing opportunities for growth. Learner expectations are also changing as they need information easily on any device, while skills become outdated more quickly and many jobs are at risk of automation. Companies are seeking new learner-focused solutions using micro content and social features, though only 5% are satisfied with current social learning technologies and 88% want an improved user experience. [/SUMMARY]
HOW WILL THE FOURTH INDUSTRIAL REVOLUTION IMPACT HR AND LEARNING & DEVELOPMEN...Human Capital Media
First came steam power; then electricity and assembly lines; then computerization. So what comes next? A wave of technology is now crashing into our personal and professional lives like a ton of bricks. So the question becomes, when technology fuses with people, how does that impact and change our lives? How will the way that we work change? How is the fourth Industrial Revolution going to alter the way that we learn, work, and live? We’ll explore the forces of change and how organizations can prepare employees for the coming revolution.
Learning objectives:
Understand what the fourth Industrial Revolution is and the implications for your business
Understand core capabilities needed to build your future state L&D team
Identify trends and key questions to explore with your stakeholders to prepare your business for the future
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
Corporate learning is increasingly critical to business, but traditional approaches are inefficient, overly rigid, fragmented and unconnected from employees' daily work - and thus ripe for transformation - as recent research reveals.
Mike Gamson, Sr. VP, Global Solutions, LinkedIn
Eddie Vivas, Director, Product Management, LinkedIn
Tanya Staples, Sr. VP Content, lynda.com, LinkedIn
Join Mike Gamson, SVP of Solutions for LinkedIn, as he shares our mission and vision, and introduces us to the next generation of LinkedIn. Mike will be joined by Tanya Staples, SVP of Content for Lynda.com, and Eddie Vivas, Head of Product for LinkedIn Talent Solutions, who will talk about how we are putting learner-centered education at the heart of building professional knowledge, and how LinkedIn is re-imagining recruiting.
This document provides a summary of key insights from a 2022 training trends report. It explores current challenges for learning and development (L&D) teams like maintaining quality while responding quickly to increased demand. It then outlines five trends expected to grow in 2022: 1) Microlearning becoming more prominent 2) Blended learning being reinvented 3) Increased use of video for employee learning 4) Artificial intelligence personalizing learning and 5) A greater focus on learner wellbeing. Interviews with industry experts suggest people-centered learning, data use, blended approaches, social learning, talent retention, and health/wellbeing will be important. Practical advice includes strengthening stakeholder relationships, empowering managers in learning, and setting a
The document discusses forces disrupting organizations today including demographic shifts, the ubiquity of digital technology, an accelerated rate of change, and evolving expectations of younger workers. It notes that 90% of organizations anticipate significant disruption from digital trends. Several statistics are presented about the overwhelmed modern employee including long work hours, constant connectivity via mobile devices, and the difficulty achieving work-life balance. The document advocates for organizational design centered around networks of teams rather than hierarchies and highlights trends in the importance of various human capital priorities to businesses.
Digital technology is transforming just about everything—fast. Yet only a fraction of executives think their HR function is helping them adapt to the digital future. The smartest CLOs are already transforming their approaches to L&D. But evolving to meet the demands of today’s always-on economy takes more than just investing in bite-sized content and the newest technology. What separates the disruptors from the disrupted is how you put those new tools to work.
Find out:
- Why progressive learning leaders are rethinking their strategies
- How innovative L&D professionals are redesigning their toolkits and technology architectures
- What forward-thinking CLOs are doing to re-organize and re-skill their teams
The document summarizes key findings from a 2024 workplace learning report. Some of the main points include:
1) Aligning learning with business goals remains L&D's top focus, while helping employees develop their careers rose to the number 4 priority.
2) The report found that career development, AI skills, and learning are important for employee retention and engagement.
3) Large-scale reskilling programs have had limited success and impact according to the report, with most initiatives still in planning or early stages.
4) The report concludes that dynamic, efficient, and personalized learning tailored to individual career goals may be a better approach for building skills agility.
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
Microsoft Viva. Viva is an employee experience platform that empowers people and teams to be their best, from anywhere.
Viva brings together communications, insights, knowledge, and learning within the flow of everyday work and collaboration, in Microsoft Teams.
Microsoft Teams is where most remote and hybrid work happens these days. And, Teams has become a hub where we can bring all these resources together into an integrated system of engagement – what Gartner calls a new work nucleus or digital workplace hub.
Importantly, with Microsoft 365 we already have foundational capabilities in each of these areas like Yammer, SharePoint, Stream, Workplace Analytics, Microsoft Search, LinkedIn, Glint and more.
Microsoft Viva builds on this foundation by adding innovative new services and insights focused on people development and success.
Connections is a company branded employee app in Teams. It is a gateway to your employee experience, with personalized news, communications, tasks, people and resources. It provides a single curated employee destination that can be configured for specific roles like frontline workers. So, leaders can communicate and engage their employees, and employees can get easy access to the tools and resources they need from one place.. Connections builds on existing capabilities in Microsoft 365 like SharePoint and Yammer. And it pulls your communications together into a pre-configured app in Teams, designed for both desktop and mobile workers. It also acts as a launching pad to the other 3 Viva modules
Insights brings together Workplace Analytics, MyAnalytics and Glint into a unified insights app in Teams to provide data-driven and privacy-protected insights for individuals, managers and leaders. For example, employees get personalized insights, only they can see, that help them protect their time for breaks, focused work, and learning in order to promote improved productivity and wellbeing.
Topics focuses on knowledge and expertise. Topics applies AI to identify knowledge and experts and organize them into shared topics. AI automatically creates a topic page for each topic. It’s like Wikipedia for the enterprise where AI does the first draft. And these topic pages are surfaced as Topic Cards right in the flow of work in Office and Teams.
Finally, Learning allows employees to easily discover informal and formal learning in the flow of work. It aggregates content from LinkedIn Learning, Microsoft Learn and 3rd party training content and your own organizations content – all in one place. Along with providing aggregation and recommendations, it also allows managers to assign and track training, as well as report on training within and across teams.
As millennials come of age in the workplace, getting them to stick around is becoming a concern. Elements of the employment deal like organizational culture, benefits and working conditions play a critical role in retaining top performers. During this spotlight webinar, millennial branding expert Dan Schawbel will uncover the elements that lead to a clash between generations and how employers can better leverage their programs to meet the needs of the young workers.
During this webinar attendees will hear:
How total rewards contribute to employee motivation
The key factors employees look for in positions and their connection to employee retention
Comparison of workforce generations and its impact on workforce planning
The Gig Economy: Preparing High School Students for Careers in 2020College MatchPoint
By 2020, approximately 40% of the U.S. workforce will be engaged in quick “gigs” and project-based work. The reality for many students when they graduate will be, “My grandfather had one job during his lifetime, my mom had six—and I will have six gigs all at the same time.” Most college seniors in 2020 will enter the workforce managing a series of projects, rather than dedicate years of service to any particular organization. This presentation will focus on how early career discovery during the college planning process can better prepare students for this new career reality, including tools for developing expertise in project settings aligned to the student’s aptitudes and interests.
Workplace learning has changed dramatically in the past ten years and technology has been the primary driver of that change. However, it has not necessarily been learning solutions supplied by organisations that have been the game-changer. The way that technology has enabled workers to self-direct their learning has been the significant factor. Whether it’s been fully acknowledged or not, this has dramatically changed the learner’s relationship with L&D.
In this slideshow, David James (former Director of Talent, Learning & OD at Disney) examines the empowered learner, the modern learning environment, and what this all means for the modern L&D function.
This document discusses the importance of developing digital skills and capabilities for staff and students. It notes that employers are looking for both technical skills and broader capabilities. While many students feel digital skills are important, many do not feel their courses adequately prepare them. The document outlines tools and frameworks for helping organizations assess digital capabilities, identify skills gaps, and develop strategies to improve digital skills across staff and students. It emphasizes the importance of leadership, resources, training, and developing a shared understanding of digital skills.
The document discusses trends in contract training for 2016. Key trends include:
- Changing demographics in the workforce with multiple generations requiring different learning styles. Millennials prefer social and mobile learning.
- Skills gaps exist in many industries like manufacturing that require partnerships with schools and community colleges to provide training.
- Popular learning technologies include YouTube, Google Drive, and social media platforms that support collaborative and mobile learning.
- Growing industries like technology, healthcare, and advanced manufacturing will require training programs to develop skills in areas like engineering, nursing, and computer programming.
Connections is a company branded employee app in Teams. It is a gateway to your employee experience, with personalized news, communications, tasks, people and resources. It provides a single curated employee destination that can be configured for specific roles like frontline workers. So, leaders can communicate and engage their employees, and employees can get easy access to the tools and resources they need from one place.. Connections builds on existing capabilities in Microsoft 365 like SharePoint and Yammer. And it pulls your communications together into a pre-configured app in Teams, designed for both desktop and mobile workers. It also acts as a launching pad to the other 3 Viva modules
Insights brings together Workplace Analytics, MyAnalytics and Glint into a unified insights app in Teams to provide data-driven and privacy-protected insights for individuals, managers and leaders. For example, employees get personalized insights, only they can see, that help them protect their time for breaks, focused work, and learning in order to promote improved productivity and wellbeing.
Topics focuses on knowledge and expertise. Topics applies AI to identify knowledge and experts and organize them into shared topics. AI automatically creates a topic page for each topic. It’s like Wikipedia for the enterprise where AI does the first draft. And these topic pages are surfaced as Topic Cards right in the flow of work in Office and Teams.
Finally, Learning allows employees to easily discover informal and formal learning in the flow of work. It aggregates content from LinkedIn Learning, Microsoft Learn and 3rd party training content and your own organizations content – all in one place. Along with providing aggregation and recommendations, it also allows managers to assign and track training, as well as report on training within and across teams.
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Frameworks/Models included:
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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Capgemini’s Digital Transformation Framework
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The Disruptive Nature of Digital Learning: Ten Things We've Learned
1. Digital Learning
Where Are We?
Josh Bersin
Founder, Bersin by Deloitte
Principal, Deloitte Consulting LLP
March, 2017
2. Corporate Learning in 2017
Has Digital Learning Arrived?
1. Exponential importance of learning
2. How organizations have changed
3. L&D’s biggest challenge in a decade
4. The changed world of work
7. Continuous Reskilling Defines Our Economy
70% of the technical skills jobs require
today become obsolete with 5 years.
- LinkedIn Lynda.com Research
8. Productivity is suffering—is technology helping?
US productivity last ten years
1 billion
smartphones
i-Phone
launched
100 million
Twitter users
9. Shared values and culture
Transparent goals and
projects
Free flow of information
and feedback
People rewarded for
their skills and abilities,
not position
Organizations Have Changed
B
A
DCF
A
C D E
B
G
How things were How things “are” How things work
E
10. Teams Have Changed
80-90%
Full Time
Employees
1960s-1980s
Job training
Traditional careers
Professional development
50-70%
Full
Time
Contingent
1990s-2000s
Onboarding
Employee-driven learning
New career models
<50%
Full
Time
Contingent
Machines
Future
Continuous training
Micro and Macro learning
Open career management
38% of companies expect to be
“fully automated” with robotics
and AI within 3-5 years
12. 2%
17%
33% 34%
14%
2% 0%
3%
56%
39%
We are reactive /
tactical / Our purpose
is
to simply fulfill.
2 3 4 We are proactive /
strategic / Our
purpose
is to act as business
partner.
Overall % HILO %
Proof: Bersin High-Impact Learning Organization Research
How do you think your leadership
perceives your learning organization?
In our 2008 and 2011 High-Impact Learning Organization Research
“HILOs” profits grew 3X faster than the rest of the orgs studied.
How Well is L&D Aligned With Business?
Bersin by Deloitte High-Impact Learning Organization Study, 2014
13. Training is key to Millennial engagement
Millennials rate development the #1 job benefit
6%
6%
8%
14%
19%
22%
0% 5% 10% 15% 20% 25%
Greater vacation allowance
Retirement funding
Free private healthcare
Cash bonuses
Flexible working hours
Training and development
Millennials in the workforce
For Millennials, “Training and development” is the most coveted job benefit
Source: KPCB
Percent indicating job benefit in first place
14. L&D’s Biggest Challenge in a Decade
Can we reinvent the corporate learning
infrastructure to deal with “digital business?”
15. 75%
of the workforce will be made up of
Millennials by 2025, and 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
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
L&D Is Demand Increasing
16. 8%
Only 8% of L&D Organizations are
excellent at video and advanced
media, 50% drop from 2016
24%
Only 24% are excellent at
apprenticeship and on-job-training,
no change from 2016
Deloitte Human Capital Trends 2017
Only 17% of companies understand
the skills and readiness of their
employees well
59%
Careers and Learning is now
the #2 rated Human Capital
Trend around the world,
with 45% of companies
rating the problem “urgent.”
Capability to deliver needed
learning solutions dropped
by 11% in 2017 from 2016.
L&D’s Capabilities Are Flat to Declining
18. Why?
The Way We Work Has Changed
Learning today is very different from only a
few years ago
19. Sources: Deloitte Human Capital Trends 2014 and 2015
Employees are Overwhelmed
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.
20. • Since 2000, American workers have lost an
entire week of vacation, dropping average
vacation days from 20.3 to 16.2
• Americans left 658 million unused
vacation days and lost 220 million of them
in 2015
• 39% of Americans “want to be seen as a
work martyr” yet 86% say it’s bad for their
family life.
We Are Working More Hours: The Vacation Crisis
48% of
Millennials
want to be
seen as a
“work martyr”
Millennials
50% more
likely to
forfeit
vacation
days
21. McKinsey Global Institute / International Data Corporation, The Social Economy, 7/2012
Knowledge workers spend less than 40% of the
average workweek on tasks specific to their jobs
Reading and
answering e-
mail
Searching and
gathering
information
Communicating and
collaborating
internally
28% 19% 14% 39%
And We Spend Too Much Time Searching
22. Source: Meet the Modern Learner: Engaging the Overwhelmed, Distracted, and Impatient Employee, Bersin by Deloitte, Deloitte Consulting LLP
So the Reality of Learning Today:
24 Minutes A Week
24 minutes a
week
24. Opening The Door to Explosive Growth In MicroLearning
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
25. Lifecycle of Learning for Work
New on the Job Seasoned Expert
PaceofLearning
Normal
Great
Bad
How Do We Keep Learning Alive, Relevant, and Vital?
31. How We Used To Create Jobs
People Work
Job
Design
Organization
Design
Job
Description
Job Requisition
Education,
Credentials,
Experience,Skills
32. How We Will Create Jobs
People Work
Teams,
Squads,
Tribes
Tasks,
Projects,
Activities
Role, Skills,
Capabilities,
Experiences
Job Requisition
Experiences,
Knowledge, Culture,
Connections
Machines & Tools
33. New, Hybrid Jobs: Growth In The “Creative Class”
http://martinprosperity.org/media/Global-Creativity-Index-2015.pdf
Technology, Talent, Tolerance
34. Career Models Are In Disruption
58% of companies are
redesigning or planning to
redesign their career model
83% of companies expect to
have an “open” or “highly
flexible” career model within
the next 3-5 years
While 33% of companies
promote vertical career
moves, 67% now promote
horizontal or project based
career progression
31% of companies expect
careers to be 3-5 years long
60% expect them to be 10
years or less
Learning and career
management software is the
#1 fastest growing segment in
HR technology
(CedarCrestone 2017)
35. Employees Know They Must Continuously Develop
But Are Not Sure How
Employees Demand Development
• 71% of employees say their job demands that
they “continuously learn new skills.”
• Only 48% believe their current skills will let
them grow in their career
• Of all skills in demand, project management
(86%) is the most cited skill needed for success
Employees Expect to Change Careers
• 37% of employees believe they will change
careers in the next five years.
• Among those who want to change careers, the #1
challenge is financial implications (55%) and #2
is that they don’t know what next career to take
(34%)
2,057 adults October of 2016, 40% managers
36. The 100 Year Life (And 70 Year Career)
“Since 1840 there has
been an increase in life
expectancy of three
months for every year.”
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
http://www.mortality.org/
37. How Life Has Changed
The Three Boxes of Life,” By Dick Bowles
Education
Work
Retirement
Education
Work
Leisure
From To
38. Career development means
upward progression
Career development means
new experiences
New positions
are offered to me
I seek out and find
new opportunities
My manager decides
when I am ready for a new position
I decide
when I’m ready to change roles
My manager helps me
plan my career
My mentors and others
help me find job opportunities
Taking a new assignment
can be risky
Moving to a new position is
and key to growth
How Career Rules Have Changed
The Old Rules The New Rules
It takes decades to
become a senior leader
Leadership is offered
all the time
39. Four Primary Approaches To Career Management
Structured Flexible Open Transitory
Focused on preparing &
moving workers through
well-defined career paths
designed to follow the
organizational structure.
Focused on moving
workers through well-
defined levels of an
organization, with flexibility
in career paths and jobs to
accommodate development
& organizational needs
Focused on facilitating the
work by assembling the
most appropriate talent.
Movement based on worker
interest and organization
need. Often used in team
environments.
Focused on facilitating the
work by finding and utilizing
the best talent sources –
either external or internal
19% 32% 33% 16%
40. Are We Ready For The “Open Career?” It’s here.
43% of companies tell us that
careers in their companies are
now 5 years or less
69% of companies are actively
restructuring or recently
changed their career models
41. Open job descriptions,
levels, and job demands
Job assessments online
for self-assessment and
development
Career explorer tools
available for all
employees
All external positions
are posted internally
Internal candidates
given fair or preference
to external
All jobs defined
around similar
competency model
Enable Job Seeking
Professional career
counselors in HR
Career Resource
Center available
“Career Advisor” or
“sponsor” separate
from manager
Active mentoring
program with internal
and external mentors
Provide Career Advice
Clear and agile goal
setting
Managers rewarded for
“talent production” not only
“talent consumption”
Managers measured by
engagement and
progression of team
Managers rewarded for
coaching and
development
Change Management Culture
Wide variety of online
learning for technical,
professional, and
managerial growth
Apprenticeship model
adopted internally
Development includes
industry, company, and
functional training
“HIPO” programs are
not sacrosanct as the
only way to get ahead
Learning funded and
valued by top
management
Professional Ladder
separate from
Management Ladder
Mentoring is valued,
institutionalized, rewarded,
and mentor development
programs exist
Social and video
sharing tools are used
for learning
Deliver L&D Support
Design thinking about
lifecycle of employee in a
role for first 2 years
Onboarding and
performance support
valued part of manager and
L&D role
PM process focuses on
development and coaching
Multi-year management or
career development
programs exist and are
honored
Support Job Transition
Cross functional
projects are valued as
development
Line / Staff / Line / Staff
transitions are valued
and managed carefully
“Job rotation”
programs into and out
of functions are valued
Specialist roles are
valued, rewarded,
celebrated
Storytelling celebrating
career paths of varied
types
Tolerance of failure
without blaming the
people
Return guaranteed
for risky
assignments
Network building
rewarded for
progression and
leadership
Rewards for New
Assignments and
stretch assignments
Inclusive culture
enables anyone to take
any job
Making mistakes is
valued as learning and
discussed openly
Tolerance of staff who
are “incompetent” and
new at job
Promotions and Salary
Increases for Non-
Management Jobs
Meritocracy as culture
of reward and growth
Re-engineer Culture and Rewards
Open Career Management Demands An Enterprise Wide Focus
Six Keys to Open Career Success Today
42. Innovative approach to development
New expectations for employees
11 The New York Times, Feb. 13, 2016
43. So…
What Exactly Is Digital Learning?
“Learning that meets you where you are…”
44. The Digital World of Learning
Was Is
Formal Informal
Highly Curated Machine Personalized
Individual Team Based
Taught Coached
Produced Co-Created
Proctored Peer Reviewed
Moment in Time Continuous
Centralized Distributed
Pushed Pulled
Away from Work In the Flow of Work
Globally Consistent Locally Relevant
The list goes on and on…..
45. The dynamics of learning “the old way”
LEARNING
ORGANIZATION-LED
EMPLOYEE-
LED
You “Go Someplace” to learn
Organization focuses on teaching or education
Courses are delivered as discrete, formal learning events
Trainers have access to the most information
Technology used for content creation and distribution
The traditional learning organization holds a monopoly on professional learning
and leverages technology for the purpose of delivery.
46. The dynamics of Digital Learning
When the learning organization adopts digital learning, L&D professionals
focus on tools and structures to create a “learning experience”
You Learn when and where you want
Organization focuses on experiences and design
Courses are “micro” and “macro”
Everyone is incented to teach, coach, and share
Technology creates a personalized, customized experience
LEARNING
ORGANIZATION-LED
EMPLOYEE-
LED
48. 77%
53%
32%
4%
6%
13%
10%
15%
26%
4%
14%
15%
5%
10%
13%
2009
2012
2015
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
Source: Bersin Corporate Learning Factbook® 2015
Content Shift Has Already Happened
49. And 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.
Donald H. Taylor, Learning Sentiment Study 2017,
885 L&D respondents, 60 countries
Artificial Intelligence
All new “digital”
technologies
50. How Do We Get There From Here?
L&D starts to build digital
capabilities to support agile
development and
implements a digital learning
experience platform
L&D expands beyond digital
content to the entire digital
experience, including
coaching, practice, spaced
learning, curation, and
personalization
L&D embraces digital
thinking and includes
business leaders as digital
contributors in an enterprise-
wide digital learning
experience
(Very few companies)
L&D explores video, apps,
and tools to enable digital
learning experiences,
often outsourcing content
development
Becoming Digital
Exploring Digital
Being Digital
Doing Digital
51. Four Principal Changes to The Organization
Digital Learning is not technology or “digital content”
It is L&D learning to “Be Digital” Not just “Act Digital”
Design Thinking Agile Management
New TechnologyCulture
Bringing the learner experience
front and center, focusing on
Experience, not program
Creating an environment
conducive to continuous
learning
Facilitating teams, coaching,
management support,
learning valued
Implementing social,
mobile, analytics, and
cloud solutions
53. 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?
54. Business
Outcomes
Learning Agility
Innovation
Employee
Productivity
Customer
Satisfaction
Customer
Responsiveness
Customer Input
Cost Structure
Time to Market
Market Share
Workforce Expertise
High-Impact Learning Culture® Model
6 Keys to an Enduring Learning Culture
40 Practices of a High-Impact Learning Culture®
Enabling
Knowledge
Sharing
Empowering
Employees
Building
Trust
Encouraging
Reflection
Demonstrate
Learning’s
Value
Formalizing
Learning As
Process
Leadership
Management
Ability
to Learn
Motivation
to Learn
Acquisition + Application
of Knowledge and Skills
55. HILO 2017: What Really Matters: Culture, Career, Coaching
Bersin 2017 High-Impact Learning Organization
1. Organization focuses on long term career success of its workers
2. Organization focuses on enabling workers to perform well in current role
3. Organization employs design thinking in development opportunities
4. Organization offers high-value learning and development experiences
5. Organization rewards employees for development
6. Organization gives stretch assignments as a part of worker development
7. Employees are able to influence which tasks are assigned to them
8. Organization is clear on decision-making processes / ability
9. Risk-taking is rewarded in the organization
10. Mistakes are valued as learning opportunities
11. Organization utilizes experiences for development
12. Organization gathers data on worker performance in several ways
• Careers
• On the job
• Experiential
• Reward systems
• Empowerment
• Learn from mistakes
• Performance data
• Culture of learning
What Really Matters
Analysis of more than 100 different learning strategies, technologies, and investments, correlated against business, innovation, and efficiency
outcomes, Bersin by Deloitte High-Impact Learning Organization 2017
57. What The Technology Architecture Looks Like
Learning
Aggregation
Platforms
Prescriptive
Learning
Platforms
Spaced and
Micro
Learning
Platforms
AI based
analysis and
learning tools
Gamification
environments
Virtual reality
systems and
products
60. What Digital Learning May Look Like
AI image recognition and
virtual reality utilized to create
classroom “environments”
Learner experience
personalized via
crowdsourcing, emotional
sensing, and peer-to-peer
technology
Gamified learning
development experiences and
file sharing tools available on
demand to support work
Activity streams, wikis, and
telepresence enable real-time,
zero-latency conversations
between learners and experts
61. Who is using Digital to impact the learning experience?
BrilliantYOU
Engaging, personal,
socially connected
learning ecosystem
Building a learning platform, powered
by EdCast, focused on building a
customer-centric community
anchored in learner interests and
needs
Developing a vision for a subscription
marketplace anchored in an evolving
revenue sharing model with partners
and vendors
Using data and machine learning to
derive insights for continual evolution
Workforce 2020
A culture of continual
reinvention where employees
can thrive
Identifying skills needed to meet new
technical demands of the business and
documenting existing gaps
Launching a self-service platform to
provide tools and processes for
performance management, career
development, and talent planning
Offering individualized courses and
curated “nanodegrees” to deliver
training and certification in high-
demand technical specialties
Visa University
Digital university enabling
employee-driven career
growth
Digital campus designed to bring all
learning resources from inside and
outside of Visa together in one place
Function-specific colleges, expert-
designed paths, and personalized
recommendations to point learners in
the right direction
Data-driven dashboard showing
what, how much, and how often
employees access learning
62. Who is on the journey to Digital?
User Generated Content
Putting the learner first, Qualcomm uses Pathgather to
encourage the sharing of knowledge and materials among
employees
Nano Learning
BP revamped its onboarding program, shifting from traditional
eLearning to short, engaging, mobile-based training “bites” –
an approach that proved so popular that the entire company
adopted this strategy
Self-Directed
Focusing on enabling the learner, MasterCard uses Degreed
and Fuel 50 to connect learning with career opportunities and
provide a platform for employees to drive their own learning
Digital Integration
Integrating the Learning Management System, Social
Learning platforms, LCMS, and classroom has led to a best-
in-class learning strategy, incorporating digital and traditional
methods
63. What Should You Do?
Rethink your strategy, process, skills, and
technologies.
This is your opportunity.
64. We Are All Still Learning: Let’s Learn Together
2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees
Only 12% of companies
rate themselves strong at
Digital Learning today,
and only 7% have a
Digital Learning Strategy.
Editor's Notes
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.
One of the immediate benefits we see is the ability to use data to personalize the learner’s experience – to make it faster and easier for people to find and use the stuff that matters to them.
That’s a big deal because most workers already spend way too much time doing things that aren’t actually work.
One of the biggest complaints learners have about LMSs, for example, is that they’re too hard to use.
Learning paths, which are pretty well established in most LMSs, are one way to make them more targeted.
Now, though, we’re seeing more dynamic methods. For example, using self-assessments to identify knowledge, skill and certification gaps and even to customize learning paths on the fly.
TOWARD MATURITY LEARNER SPEAKS STUDY:
What are the problems with online learning?
33% can’t find what they want; and 32% can’t find anything relevant.
4 options for personalizing learning:
Designed by the organization
Chosen by my preferences
Driven by big and small data
Shaped by social collaboration
http://www.clomedia.com/articles/5599-make-learning-personal
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
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
Sam
http://www.learning2014.com/index.php/item/learning-personalization.html
What’s even more interesting is the ability we now have to capture and analyze a much broader range of signals, including behavior and connections.
What you know (knowledge)
What you can do (skills / certifications)
Profile data +
Plus…
Community/crowd (badges, recommendations)
Behavior (activity, ratings, comments, searches)
Networks (shared experiences and interactions)
What’s powerful about that is that all that data can be used to generate suggestions and recommendations – like Amazon, Netflix, Pandora and LinkedIn do.
For courses, documents, books and tools...
Plus videos, RSS feeds, blogs, people and groups
This stuff has tangible benefits.
Social tagging, for example, enables better search results, more granular filtering of search results, better recommendations and personalization.
And improving search, recommendations and personalization can help more than just the learners’ experience.
One telecom company I heard about recently claims they saved over $1m a year by implementing a new search function to reduce the time required to find and enroll in courses. [Training magazine, Verizon’s #1 Calling, 2/2103]
In 2008, IBM was averaging 400,000 to 500,000 searches a month. (http://edlab.tc.columbia.edu/files/Learning%20Personalization%20and%20Discovery_final.pdf)
After improving search Safari Flow users stay on site for 1+ minute longer and view 1 more page. http://bit.ly/1p53L2W