Learning Insights Live Nov 14 - Towards Maturity - Moderninsing Learning

1. Business Transformation Through Learning Innovation LEARNING INSIGHTS Are today’s corporate learning strategies keeping up with the pace of change? MODERNISING LEARNING: DELIVERING RESULTS 2014-15 Towards Maturity Benchmark Study GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
2. What does a modernised learning strategy look like? For Less Delivering More  Resources  Time Modernise [moh-der-nize] Verb: adapt (something) to modern needs or habits, typically by installing modern equipment or adopting modern ideas or methods.  Outputs  Responsiveness  Learning support where needed  Technology GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
3. The 2014 Benchmark The L&D leader 600+ L&D professionals 74% managers 64% private sector 68% UK 42% multinationals The learner voice 5000+ learners 84% private sector 84% knowledge workers GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
4. About benchmarking TM Index Who is reporting the best results? And what are they doing differently? THE TOP 10% New for 2014
5. NEW MODELS OF LEARNING Integrate Learning & Talent Develop Learning Culture Transform Training ALIGNING TO NEED Customer Activated Learning 2 Way Business Alignment EQUIP L&D AS AGENTS OF CHANGE THE TOWARDS MATURITY NEW L EARNING AGENDA – A ROADMAP FOR CHANGE GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
6. L&D professionals today want even more LauraOverton TowardsMaturity www.towardsmaturity.org/2014benchmark GennyDixon TowardsMaturity org/2014benchmark
7. Resources 1 in 3 Are increasing team size And their L&D Budget 19% of budget is spent on learning technologies GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
8. Reaching more people than ever 29% of formal learning is e-enabled 64% 59% e-enable compliance-related training GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
9. Using more technology Delivering efficiency 200% increase since 2010 19% budget allocated - 17% Cost reduction +21% Volume - 22% Delivery time - 20% Study time GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
10. What IMPACT are we making 63%Top Deck 53%Top Q 74% 77% 90% 88% 87% 51% INCREASING PERFORMANCE GAP 34% 33% 32% 31% 2010 2011 2012 2013 2014 GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
11. We are reporting more barriers TOP 10 BARRIERS 67% Cost 66% Lack of user skills to manage own learning 64% Unreliable IT infrastructure 60% Lack of implementation skills amongst L&D 58% e-learning too generic 57% User reluctance 56% Line manager reluctance 54% L&D lack knowledge of potential 53% Poor past experience 51% Lack of quality e-learning to support business need GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
12. Data-driven decision making Business leaders use data to: Predict Plan Persuade Personalise L&D leaders don’t! only 1 in 5 use learning analytics or benchmarking to improve service and performance 2 Way Business Alignment Data has become likened to oil as the next great natural resource. - Daniel Newman, Forbes July 14 GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark “ ” ALIGNING TO NEED
13. Our goal was to achieve complete transformation and it was imperative that we achieve it quickly. This is why we made learning and development a catalyst for change. In doing so, we’ve shown that modernising learning has delivered results that matter to our staff, to our residents and to our shareholders. GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark ALIGNING TO NEED Dr Chai Patel, CBE FRCP Chairman of HC-One 2 Way Business Alignment But only 32% of L&D professionals work with business leaders to identify what KPI’s need to be changed
14. Gaining Market Share 17% rise in customer satisfaction 10% improvement in revenue Talent 9% reduction in attrition 17% improvement in engagement 14% improvement in productivity 12% reduction in time to competency Delivering New Products & Services Change new products & services 23% faster Roll out new IT applications 26% faster & improve efficiency! 2 Way Business Alignment GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark ALIGNING TO NEED Across the last 3 years data…
15. Balancing organisational and individual needs 88%learners learn from collaboration with team workers 79%from manager support 46%from formal education courses (17% from classroom courses) 55%learn on the way to work 82%want to learn at their own pace 70%from Google YET ONLY 1/3 OF L&D LEADERS KNOW HOW THEIR STAFF ACTUALLY LEARN AT WORK… Customer Activated Learning GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark ALIGNING TO NEED
16. Staff L&D Leaders GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark ALIGNING TO NEED Are we listening to our customers? Customer Activated Learning 31% find self paced e-learning courses useful 85% are downloading apps to a mobile or tablet 80% willing to share what they know using technology 93% of L&D leaders are investing in self paced e-learning courses Fewer than 1 in 5 L&D are working with tools to build and deliver apps 20% believe their staff know how connect and share
17. New models of learning: Supporting continual learning at work What do I need to get started? What do I need to get better? What do I need 26% to progress MOOCs my career? What do I need to get out of a fix? What do I need right here right now? GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING Transform Training Develop Learning Culture Integrate Learning & Talent 45% Skills diagnostic tools 12% content curation 30% Micro-content 42% 70:20:10
18. GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING Transform Training Develop Learning Culture Integrate Learning & Talent 21% Blend range of technologies 14% Actively encourage sharing 19% Reinforce on-boarding 85% 67% 67%
19. More mobile, more social … Percentage using mobile devices 21% 7% 36% 47% 74% Third party social media 11% 2010 2012 2014 2016 2006 2008 2010 2012 2014 2015 2016 Actual Linear (Actual) 45% 49% 59% Predicted Develop Learning Culture GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING
20. … more problems? Develop Learning Culture Who allows access to third party social networks? 58% of private sector 64% of public sector 70% of not-for-profits 58% worry about wide variation in personal technologies 52% report IT/security issues 18% say their L&D staff won’t facilitate social learning 17% say their learners are unwilling to share with each other 85% of Top Deck GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING
21. Is social media the answer? Develop Learning Culture GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING 18% know how their learners are using social media outside the workplace to share ideas (55%) 16% actively encourage learners to collaborate in building knowledge resources, using tools such as wikis, forums, podcasts and videos (64%) 20% believe their staff know how to work together to productively connect and share knowledge (70%) 62% using apps for social networking
22. No – but Blended learning must be part of it Video Learning from peers User generated content Social learning Gamification Assessment GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark NEW MODELS OF LEARNING Transform Training 68% use best practice video 86% use live online learning 43% support User Generated content 49% use external social media 23% use games and simulations 74% use online assessment
23. The challenge for L&D GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark BOOSTING AGILITY Simplify • 43% know what technology-enabled learning their IT Harness what you have systems can deliver (71%) • 44% learners can choose to learn at places Make it easy convenient to them (69%) • 16% ask line managers the extent to which the Make it relevant learning points have been applied at work (41%) • 43% regularly review programmes and check that Eliminate noise they support and enhance organisational goals (78%) • 38% ensure there is a communications plan for all Be clear key stakeholders (73%)
24. Building L&D skills Fewer than 1 in 6 have the skills in house to use social media effectively (1 in 2) Fewer than 1 in 2 provide CPD for their L&D staff (3 out of 4) GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
25. GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark BOOSTING AGILITY Respond Faster #1 motivating factor for learners to learn online 1. To be able to do my job faster and better L&D agree they deliver in time to meet the needs of the business “I want to be able to do my job faster and better” 51% 47%
26. Flat-lining? Blend different technologies Reinforce on-boarding Identify business KPIs 7 % Encourage sharing 8 7 % Comms plan in place 7 % GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark 7 %
27. ……NOT AN OPTION! So where do we go to get back in the flow? Stagnate [staɡˈneɪt] Verb: cease to flow or move; become stagnant; cease developing; become inactive or dull GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
28. SECRETS FROM THE TOP DECK ……sssh! GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
29. Top Deck are Delivering TOP DECK Avg. TOP DECK Avg. TOP DECK Avg. Speed up and improve the application of learning back in workplace Provide a faster response to changing business conditions Increase on-the-job productivity 65% 21% 24% 62% 72% 28% GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
30. DNA OF THE LEARNING LEADERS • Alignment (and resourcing) • Active learner voice • Design beyond the course • Proactive in connecting GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
31. I encourage business and learning leaders alike to use the evidence from the Towards Maturity Benchmark Study to challenge traditional thinking about learning, performance, talent, technology and change…. Dr Chai Patel, CBE FRCP Chairman of HC-One GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
32. A last word on Leaders…. 43% senior managers demonstrate a commitment to learning (91%) 26% of top managers are seen to use technology-enabled learning (73%) Less than half e-enable at least part of their leadership training (two-thirds) 27% of all training for directors / senior managers is entirely face-to-face Please join our research panel – take part in the Towards Maturity 2015 Leadership study – open now How can we build the leadership skills today to prepare organisations for success tomorrow? www.research.net/s/TMLeadership GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
33. Time to act! #Gettheedge14 www.towardsmaturity.org/2014benchmark genny@towardsmaturity.org LinkedIn: New Learning Benchmarks Download your free e-book thanks to our amazing Ambassadors: GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark
34. GennyDixon TowardsMaturity www.towardsmaturity.org/2014benchmark

Editor's Notes

10 years of research
3,500 L&D leaders
44+ countries
1.5m data points every year

= An evidence-based approach to modernising learning

Context for today – In a fast paced, technology driven, constantly changing world of work – Are corporate learning strategies hitting the mark?
Towards Maturity research indicates that a modernised learning strategy involves adapting to new ways of business. Looking beyond the course, it involves new ideas and methods and building on new opportunities offered by technology.

A modernised learning strategy today means focusing on learning outcomes rather than inputs. Today’s L&D leaders need to respond faster, support learning and performance at the point of need and improve efficiency at the same time. It is not about the technology per se, but many are finding that modernisation cannot be achieved without it.
Our mantra is that we turn data into insights and insights into action.
The data is drawn from our 2014 Benchmark study with over 600 L&D leaders and our Learning Landscape study with over 12000 learners – from which we have drawn a sample of just over 5000 learners
Definition: Benchmarking is the process of comparing key performance indicators for one organisation with the indicators of others who are considered to represent the industry standard or best practice for that field.

For the past 10 years the Towards Maturity Study has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that are consistently
Last year’s study outlined a New Learning Agenda, based on historical evidence, it provides us with a roadmap for modernising learning that is explored in the new report.
Some of these themes are echoed in the Kineo/City & Guilds report and we will explore them further in the slides that follow. With such a wealth of data to draw from, we can only scratch the surface in a short presentation.
With the help of technology over 9 out of 10 L&D leaders are looking to:
Enable the business to deliver competitive advantage and boost agility
91% want to provide a faster response to changing business conditions
93% want to improve the way they support organisational change
Build performance
93% are looking to speed up the application of learning in the workplace
90% want to boost on-the-job productivity
91% are looking to reduce the time to competence
Support continuous learning
95% are looking to increase the sharing of good practice
90% want to better adapt programmes to individual need/context
Build talent
91% want to improve the induction process
93% are looking to improve talent/performance management
Engage learners
96% want to increase learning access and flexibility
90% are looking to improve employee engagement with learning
We’re doing a number of things to address this:

We are allocating more resources: The average L&D team size across the organisations in this year’s study was 1 person per 300 staff with 31% expecting to increase their team over the next 2 years.
Audiences: reaching more people than ever before- 9 in 10 organisations are offering training to managers, professional or technical grades, admin and other desk-based staff

Skills: 29% of skills now e-enabled although most organisations are focussing on compliance related topics.

The Top deck are e-enabling 49% of their formal learning and are 50% more likely to e-enable leadership, problem solving , communication skills and team building.
organisations are using more technology than ever before and we are seeing tangible improvements in learning efficiency as a result.

top 10 technologies in use in 2014 are

93% e-learning objects
86% Live online learning
81% Surveys & questionnaires
80% Learning Management Systems
74% Mobile learning
74% Online assessment
70% Enterprise-wide information services
68% Best practice videos
66% Job aids
61% Rapid application development tools
Today’s L&D professional is delivering on efficiency but how are we doing about adding additional value?
Our expectations compared with 4 years ago are considerably higher
But our ability to deliver has dropped significantly
Across a set of 20 benefits that we have been tracking for the last 5 years, the proportion seeking those benefits has gone from 74% to 87%, whilst the proportion achieving them has fallen from 51% to 31%
This year only

1 in 3supporting change1 in 4increasing productivity1 in 5 responding faster to change1 in 10 monitoring impact
Regardless of the industry’s use of big data in decision-making, it is clear that we are not using the ‘little’ data already in our possession to inform the way that we modernise learning.

The evidence shows that there are new opportunities for demonstrating L&D value at board level and for engaging staff more effectively.

Lets look at the board room first
Essential to modernising learning strategy is the ability to align learning to the business need , this is not a one way street.

Dr Chai Patel, the Chariman of HC-One has written the foreword of the 2014 Benchmark Study – 2 way business alignment in the case of his company has delivered complete transformation

However for most of us:

Only 32% work with business leaders to identify KPI’s that they want to address
What is on the minds of top business leaders at the moment?

Brandon-Hall identified three key priorities for business. Gaining market share (36.8% clear priority or critical to business in 2014), delivering new products or services (29.8%) and improving innovation (22.8%).
http://go.brandonhall.com/business_focus_2014

PwC 17th CEO survey outlines that Talent remains a big issue with 93% of CEOs recognise the need to change strategy for attracting talent ( and over 60% not knowing where to start)

The 2014 Towards Maturity Benchmark outlines that learning innovation, done well, continues to deliver results that the board will be interested in.

These are conservative numbers gathered over 3 years from a minimum of 381 participants ( some are generated from inputs of over 600 participants). Use them to help you make your business case for change.
56% of learners say that they are motivated by technologies that enable them to network and learn with others and 41% access work-related apps and resources at the point where they need them most.

89% working in collaboration with team
79% support from my manager
70% web search (e.g. using Google)
67% general conversations and meetings
56% support from my mentor/coach/buddy
53% internal company documents
48% internal networks and communities
46% formal education course
31% self-paced e-learning courses
17% classroom courses
18% say our learners are unwilling to share
51% barrier – existing command and control
85% of learners are already downloading apps to mobile or tablet, with 62% using apps for social networking.
Here are just some of the things some of us are doing this year (note that 45% have skill diagnostic tools but only 10% use them to tailor learning to individual need)
Need to be more systematic in the way that we deliver, not just jump on the latest fads.
New learning agenda has 3 areas of focus for helping organisations work through new models of learning.
Examples of how the Top Deck organisations are more proactive in transforming formal training, supporting learning in the flow of work and integrating learning support with talent management.
In the C&G study, the message is clear – the blended approach works best, and yet, in our study, only 21% appear to have a handle on this. It is one of the distinguishing characteristics of those in the Top Deck – where 85% of them blend a range of technologies.
Can we make learning more relevant?
Are we helping staff do their job faster and better?

Agility is about helping organisations respond faster – in a modernised learning strategy- L&D professionals have a role to play but we are not always playing it.
Action is critical in key areas of the New Learning Agenda are critical for success.

The pattern of inactivity appears across the effective practices essential for delivering the New Learning Agenda. The top quartile and Top Deck companies are storming ahead but generally, we are not changing our behaviour year on year.
Lets turn to the most successful in the study for inspiration
These ideas are there to use -
What differentiates top deck from all the others is absolute consistency between all of them on these 4 issues

All say that learning is relevant to business vs 60%
Welcome innovation, know how their learners learn, encourage peer to peer feedback
Blend a range of tools and technologies
9 out of 10 say learners can access clear information about what is necessary

Learning Insights Live Nov 14 - Towards Maturity - Moderninsing Learning

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