This document summarizes a presentation on equipping learning and development (L&D) teams to lead in the future. It discusses the challenges L&D faces from trends like globalization, technology changes, and new skills needs. Top performing L&D teams align closely to business needs, support continuous learning, leverage technology, use data to drive decisions, and focus on building priority skills. An example is given of how Barnardo's transformed its L&D approach from classroom-only to a mix of methods including social and informal learning to better meet needs, engage learners, and improve business outcomes. The document encourages attendees to consider what their L&D team could do differently to build capabilities.
Embracing Change: 9 Tips to help you prepare for the future of learningLaura Overton
Modern Business is becoming more global, fast paced, complex and fluid. Modern staff are increasingly connected, curious, tech-savvy and self directed. Are today’s L&D teams prepared for what that means for learning in the future?
This is a key theme explored in our latest In-Focus report, Preparing for the Future of Learning, released this month in conjunction with our strategic partner, the CIPD. Laura Overton took the opportunity at the CIPD L&D Show to explore what we can learn from Top Deck L&D teams in the Towards Maturity Benchmark, to help us get fit for the for the future of learning.
Are you fit for the future of L&D? Find out:
Use the Towards Maturity Benchmark to assess your current fitness. Receive your Personalised Benchmark report analysing current performance and tailored action plans valued at £300 - free until 15 July.
Making it Happen - How L&D Can Influence Lasting Change - Laura Overton - Tow...Learning Pool Ltd
Laura is the founder and CEO of Towards Maturity, a not-for-profit benchmark practice providing independent research that helps organisations improve through learning innovation. In this presentation, Laura outlines latest insights gathered from over 600 L&D leaders, to explore who is having a lasting impact on the business agenda and why.
Embracing Change: Building Performance for Business, Individuals and the L&D ...Laura Overton
See the slides from the launch webinar of the 2015-16 Industry Benchmark Report, delivered by Laura Overton in the Learning and Skills Group Webinar on 5th November, 2015.
VIEW THE WEBINAR RECORDING:
The launch presentation of our 2014 annual industry Benchmark study, 'Modernising Learning: Delivering Results' - now available to download along with the launch webinar recording and a host of other resources: http://towardsmaturity.org/2014benchmark
The eBook is available for FREE thanks to the support of the Towards Maturity Ambassadors: http://towardsmaturity.org/ambassadors
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Unlocking Your Potential to Drive The New Learning OrganisationLaura Overton
Laura Overton (CEO, Towards Maturity) and Andy Lancaster (Head of Learning Content, CIPD) presented this interactive workshop at the CIPD L&D Show on May 10, 2017.
The session helped learning professionals:
- Understand the key skills and capabilities that L&D needs to support business success
- Define why these are a priority and how they are important to businesses
- Explore how top performers are cultivating these skills and capabilities in their L&D teams
Download the full report for free:
www.towardsmaturity.org/learningorg2017
How to kickstart your learner-centric strategyLaura Overton
How do you help people learn best? By putting them in charge. That’s the thesis of Laura Overton of Towards Maturity and Teresa Rose of E.On Group, who bring together research and experience to demonstrate that a learner-centric approach is not only desirable, it’s a necessity for successful learning at work.
96% of L&D leaders want to increase self-directed learning but we continue to struggle to connect and engage. It's time that L&D worked smarter, to stop blaming their staff for not engaging and to start listening instead.
This practical session will consider how true learning organisations put staff capability at the forefront of their thinking by placing staff at the heart of their strategy. When L&D provide staff with an active voice productivity and engagement flow. Join this interactive panel with Tesco and E.on to find out how to kick start a customer-centric strategy that delivers growth, profit and business transformation:
Challenge your assumptions about how staff really learn
Banish your organisation’s preconceptions about learning
Find out how listening more helps you achieve more
Inject vital evidence to win hearts and minds of managers
Crucial research on the learning voice
5 Tips for Creating a Customer-Centric Learning StrategyLaura Overton
A self-directed and personalised learning experience is high on the agenda of most learning professionals. Despite new technologies, new content and new models of learning, we still struggle to engage and connect. So do L&D leaders put learners at the centre of their ‘learner-centric’ strategies? Or do we just think that we do?
Embracing Change: 9 Tips to help you prepare for the future of learningLaura Overton
Modern Business is becoming more global, fast paced, complex and fluid. Modern staff are increasingly connected, curious, tech-savvy and self directed. Are today’s L&D teams prepared for what that means for learning in the future?
This is a key theme explored in our latest In-Focus report, Preparing for the Future of Learning, released this month in conjunction with our strategic partner, the CIPD. Laura Overton took the opportunity at the CIPD L&D Show to explore what we can learn from Top Deck L&D teams in the Towards Maturity Benchmark, to help us get fit for the for the future of learning.
Are you fit for the future of L&D? Find out:
Use the Towards Maturity Benchmark to assess your current fitness. Receive your Personalised Benchmark report analysing current performance and tailored action plans valued at £300 - free until 15 July.
Making it Happen - How L&D Can Influence Lasting Change - Laura Overton - Tow...Learning Pool Ltd
Laura is the founder and CEO of Towards Maturity, a not-for-profit benchmark practice providing independent research that helps organisations improve through learning innovation. In this presentation, Laura outlines latest insights gathered from over 600 L&D leaders, to explore who is having a lasting impact on the business agenda and why.
Embracing Change: Building Performance for Business, Individuals and the L&D ...Laura Overton
See the slides from the launch webinar of the 2015-16 Industry Benchmark Report, delivered by Laura Overton in the Learning and Skills Group Webinar on 5th November, 2015.
VIEW THE WEBINAR RECORDING:
The launch presentation of our 2014 annual industry Benchmark study, 'Modernising Learning: Delivering Results' - now available to download along with the launch webinar recording and a host of other resources: http://towardsmaturity.org/2014benchmark
The eBook is available for FREE thanks to the support of the Towards Maturity Ambassadors: http://towardsmaturity.org/ambassadors
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Unlocking Your Potential to Drive The New Learning OrganisationLaura Overton
Laura Overton (CEO, Towards Maturity) and Andy Lancaster (Head of Learning Content, CIPD) presented this interactive workshop at the CIPD L&D Show on May 10, 2017.
The session helped learning professionals:
- Understand the key skills and capabilities that L&D needs to support business success
- Define why these are a priority and how they are important to businesses
- Explore how top performers are cultivating these skills and capabilities in their L&D teams
Download the full report for free:
www.towardsmaturity.org/learningorg2017
How to kickstart your learner-centric strategyLaura Overton
How do you help people learn best? By putting them in charge. That’s the thesis of Laura Overton of Towards Maturity and Teresa Rose of E.On Group, who bring together research and experience to demonstrate that a learner-centric approach is not only desirable, it’s a necessity for successful learning at work.
96% of L&D leaders want to increase self-directed learning but we continue to struggle to connect and engage. It's time that L&D worked smarter, to stop blaming their staff for not engaging and to start listening instead.
This practical session will consider how true learning organisations put staff capability at the forefront of their thinking by placing staff at the heart of their strategy. When L&D provide staff with an active voice productivity and engagement flow. Join this interactive panel with Tesco and E.on to find out how to kick start a customer-centric strategy that delivers growth, profit and business transformation:
Challenge your assumptions about how staff really learn
Banish your organisation’s preconceptions about learning
Find out how listening more helps you achieve more
Inject vital evidence to win hearts and minds of managers
Crucial research on the learning voice
5 Tips for Creating a Customer-Centric Learning StrategyLaura Overton
A self-directed and personalised learning experience is high on the agenda of most learning professionals. Despite new technologies, new content and new models of learning, we still struggle to engage and connect. So do L&D leaders put learners at the centre of their ‘learner-centric’ strategies? Or do we just think that we do?
Delivering business transformation - An introduction to PA Consulting GroupMatthew Webb
PA Consulting Group designs and delivers significant change for major organisations around the world.
We have delivered online banking systems, revolutionised energy markets, helped prepare companies for stock exchange launch, developed innovative new crime-busting technology, transformed manufacturing operations, streamlined customer services, and supported the delivery of multi-billion-dollar defence projects. Our contribution often breaks new ground, and we have won many awards for our work. We are a global firm, working from Washington to Copenhagen, Sydney to Baku, and all points in-between.
Driving Performance in a Knowledge Economy - The Secret Sauce for People Prof...Laura Overton
In the new world of business, continual learning is essential for organisational and individual success. HR and L&D have a critical role to play. But are we ready? This session presented by Laura Overton at Learn@Work 2015 in Sydney, explored insights gained from top performing HR and L&D teams around the world to challenge and redefine the future role of people professionals and how we can step up to the opportunities ahead. View these slides to see how fresh evidence from the world's largest benchmark programme can help:
- Challenge long-held assumptions about learning and work
- Establish a new reputation for building business value
- Break down the silos between business, HR and learning
- Rule technology rather than have technology rule you
- Equip your people professionals as agents of change
Go to http://towardsmaturity.org/2015benchark for the latest figures and download Towards Maturity's Industry Benchmark Report for 2015 (available Nov 5th).
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
Laura Overton provided the closing keynote at World of Learning 2014 (Birmingham, UK), sharing why it's important to prioritise the alignment of learning to business needs instead of focusing on the latest fads and technologies.
Successful organisations are engaging in new approaches to learning and performance, but formal learning opportunities need to change.
This report considers how L&D leaders can transform formal learning in their organisation. Looking at the learner journey, the role of technology and the role of the classroom trainer, this report aims to build confidence in innovation by learning from the most successful organisations.
Download the report at:
http://www.towardsmaturity.org/transformingformal2016
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
Here's 6 questions you should be considering to find out if your staff are ready for online learning, based on the experience of top performing learning organisations from the Towards Maturity Benchmark Study.
Includes bonus feedback and practical ideas from the discussion at the CLC members meeting march 2015.
Smart organizations are enabling their employees to learn everywhere – not just in the classroom – and they’re using technology to do it. RedThread Research recently completed an in-depth study on how organizations are creating their learning tech ecosystems: the challenges they face, the strategies they employ, and the tech they ultimately implement.
Join us for a webinar that will highlight:
The three major structures for learning technology ecosystems and when one is more appropriate for your org.
A model for thinking through the types of technology available in the market.
Next practices for creating a strategic, intentional learning tech ecosystem.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
This session presented by Towards Maturity and Filtered took a look at the latest findings around what people paying for their own learning and development look for in terms of technology, accessibility and reward.
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
Laura Overton chaired an interactive session with over 50 L&D leaders at Learning Technologies 2015 (#LT15uk) alongside a panel consisting:
Garry Hearn
Programme Manager Training Business Change
Ministry of Defence (DCTT)
Velda Barnes
Head of Learning and Development
Addaction
Jane Daly
Global Head of Learning & Development
M&S Offices
Laura Overton
Managing Director
Towards Maturity
Laura Pettit
Academy Lead, Leadership and Talent
Bupa Global Market Unit
The group drew on data from the Towards Maturity 2015 Towards maturity benchmark (http://towardsmaturity.org/2014benchmark) and discussed practical ideas around how to deliver learning excellence and the characteristics of learning leaders. This resource summarises the collective thinking of the room, providing insight and inspiration for those not able to join.
Join the LT show's effective practice partner, Towards Maturity to explore how to unlock the potential of your organisation, your staff and your L&D team. This lunch and learn session will combine new research insights from Laura Overton and her team with great conversation with your peers.
The session will be divided into three parts, allowing you to grab your lunch and explore tailored keys that help you nail the tactics to
Transform traditional learning in your organisation
Successfully integrate learning and work
Impact engagement, and ultimately learning culture
Boosting business results and engagement – 3 simple steps for L&D professionalsLaura Overton
Laura Overton shares how formal benchmarking can help L&D leaders become the boost business results and improve learning engagement.. The presentation looks at:
• Benchmarking as an L&D business improvement tool and why current L&D benchmarks are wholly in adequate
• How new learning benchmarks can help L&D leaders improve results and engagement.
• The benefits that great benchmark data can add to aligning learning to need, forging business relationships and prioritising action areas.
• 3 simple steps to help you benchmark with L&D peers.
The session draws on benchmark data from over 2200 L&D professionals around the globe. Participants are invited to take part in the confidential Towards Maturity Benchmark for free until 12th July 2012 here [https://www.surveymonkey.com/s/TM2013Benchmark].
Find out more about Towards Maturity Benchmark Reports at www.towardsmaturity.org/benchmarking
Find out more about new learning benchmarks by joining The Towards Maturity New Learning Benchmark group on Linked In.[ http://www.linkedin.com/groupRegistration?gid=3696010]
Follow benchmark conversations on twitter at #bethtebest13
This session was originally given presented as part of the Corporate e-learning Consortium webinar Series
Skillsoft’s Global Leader Forum is an exclusive group of customers who have proven strategies of success around Engagement, Alignment, Adoption and Value – the Four Building Blocks of Learning and Talent Success. As part of the Forum, these clients regularly collaborate with other leading organizations and to share best practices, resources and tips within the new Client Community portal. They are also invited to participate quarterly in short research efforts around key topics that are of interest to the Skillsoft and industry-wide learning and talent communities.
Our 2016 Spring research topic was dedicated to the challenges and opportunities of building a successful and strategic learning culture. Our leaders shared their definition of a true learning culture, who is the owner of an organization’s learning culture, as well as what barriers stand in the way of a strong learning culture. Lastly, and most importantly, we learned what business outcomes they have seen positively impacted by having a strong learning culture.
Smarter Decisions for Stronger Performance: How to use data to partner for su...Laura Overton
Your L&D strategy might be going well, but are your stakeholders buying into planned developments?
Laura Overton delivered this webinar hosted by DPG on 24 July 2015. Laura explained how L&D and HR leaders can use the Towards Maturity Benchmark to gather the evidence needed to show business leaders what's working and highlight opportunities to develop, using the Towards Maturity Model as a framework for constant strategy innovation.
Building a Global Learning Culture: (LT16)Laura Overton
Building a learning culture that impacts individual and business performance is the holy grail of most L&D leaders. How do we shift the mindset of business leaders and learners- especially when they are scattered around teh globe? How do we transition from delivering online courses to creating an environment that stimulates sharing, communication and learning as a matter of course? This session, first delivered at Learning Technologies February 2016 draws on insights from over 600 l&D leaders in the latest Towards Maturity and the practical experience of the HR director of CCL Industries (previously Worldmark) who created an award winning Academy programme. We considered:
- How to get started
- How to get the board on board
- How to win the hearts and minds of a global workforce
- How to create hooks that deliver long lasting change
- How to demonstrate value
How to get your L&D team in tip top condition for 2015Laura Overton
Laura Overton will be addressing how you can get your L&D team 'fighting fit' this year at Learning Technologies 2015, using a number of insights to shed fresh light on what it means to be progressive in 2015 and how to get there.
This is an preview of what she will be addressing on 28 Jan, Theatre 10 at 10:30 at LT15.
Join Laura as she look at practical ways to learn from each other’s experiences, successes and mistakes. Using tips from inside and outside of the sector. Let’s evaluate and learn from our mistakes rather than repeat them.
Measuring the Impact of eLearning: Turning Kirkpatrick’s Four Levels of Evalu...Lambda Solutions
Access to webinar recording here: http://go.lambdasolutions.net/webinar-growing-trend-of-open-source-learning
Whether it’s to inform, to improve, to change—or a combination of these factors, training must have measurable outcomes that contribute to larger organizational goals. Good training evaluation techniques identify and measure the impact of learning on job performance and ultimately, organization-wide business results. When it comes to measuring eLearning, Donald Kirkpatrick’s Four Level of Evaluation model is one of the most widely used and respected worldwide.
Co-hosted by Paula Yunker, with 30+ years of instructional design experience and certification in Kirkpatricks Four Levels Evaluation—this webinar will explore why learning evaluation is an important component of any training program and how you can measure the application of learning beyond the learning event itself. We’ll discuss how to implement learning evaluation that’s practical and provides value but isn’t complicated, time consuming or expensive. Paula will also share her favorite learning evaluation resources after the webinar!
Check out the slides to learn more about:
- Why learning evaluation is critical for business results
- Kirkpatrick’s four levels of evaluation explained
- Aligning learning to organizational goals
- Typical challenges implementing evaluation in an organization
- Practical strategies for implementing learning evaluation
- Our favorite learning evaluation resources
Delivering business transformation - An introduction to PA Consulting GroupMatthew Webb
PA Consulting Group designs and delivers significant change for major organisations around the world.
We have delivered online banking systems, revolutionised energy markets, helped prepare companies for stock exchange launch, developed innovative new crime-busting technology, transformed manufacturing operations, streamlined customer services, and supported the delivery of multi-billion-dollar defence projects. Our contribution often breaks new ground, and we have won many awards for our work. We are a global firm, working from Washington to Copenhagen, Sydney to Baku, and all points in-between.
Driving Performance in a Knowledge Economy - The Secret Sauce for People Prof...Laura Overton
In the new world of business, continual learning is essential for organisational and individual success. HR and L&D have a critical role to play. But are we ready? This session presented by Laura Overton at Learn@Work 2015 in Sydney, explored insights gained from top performing HR and L&D teams around the world to challenge and redefine the future role of people professionals and how we can step up to the opportunities ahead. View these slides to see how fresh evidence from the world's largest benchmark programme can help:
- Challenge long-held assumptions about learning and work
- Establish a new reputation for building business value
- Break down the silos between business, HR and learning
- Rule technology rather than have technology rule you
- Equip your people professionals as agents of change
Go to http://towardsmaturity.org/2015benchark for the latest figures and download Towards Maturity's Industry Benchmark Report for 2015 (available Nov 5th).
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
Laura Overton provided the closing keynote at World of Learning 2014 (Birmingham, UK), sharing why it's important to prioritise the alignment of learning to business needs instead of focusing on the latest fads and technologies.
Successful organisations are engaging in new approaches to learning and performance, but formal learning opportunities need to change.
This report considers how L&D leaders can transform formal learning in their organisation. Looking at the learner journey, the role of technology and the role of the classroom trainer, this report aims to build confidence in innovation by learning from the most successful organisations.
Download the report at:
http://www.towardsmaturity.org/transformingformal2016
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
Here's 6 questions you should be considering to find out if your staff are ready for online learning, based on the experience of top performing learning organisations from the Towards Maturity Benchmark Study.
Includes bonus feedback and practical ideas from the discussion at the CLC members meeting march 2015.
Smart organizations are enabling their employees to learn everywhere – not just in the classroom – and they’re using technology to do it. RedThread Research recently completed an in-depth study on how organizations are creating their learning tech ecosystems: the challenges they face, the strategies they employ, and the tech they ultimately implement.
Join us for a webinar that will highlight:
The three major structures for learning technology ecosystems and when one is more appropriate for your org.
A model for thinking through the types of technology available in the market.
Next practices for creating a strategic, intentional learning tech ecosystem.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
This session presented by Towards Maturity and Filtered took a look at the latest findings around what people paying for their own learning and development look for in terms of technology, accessibility and reward.
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
Laura Overton chaired an interactive session with over 50 L&D leaders at Learning Technologies 2015 (#LT15uk) alongside a panel consisting:
Garry Hearn
Programme Manager Training Business Change
Ministry of Defence (DCTT)
Velda Barnes
Head of Learning and Development
Addaction
Jane Daly
Global Head of Learning & Development
M&S Offices
Laura Overton
Managing Director
Towards Maturity
Laura Pettit
Academy Lead, Leadership and Talent
Bupa Global Market Unit
The group drew on data from the Towards Maturity 2015 Towards maturity benchmark (http://towardsmaturity.org/2014benchmark) and discussed practical ideas around how to deliver learning excellence and the characteristics of learning leaders. This resource summarises the collective thinking of the room, providing insight and inspiration for those not able to join.
Join the LT show's effective practice partner, Towards Maturity to explore how to unlock the potential of your organisation, your staff and your L&D team. This lunch and learn session will combine new research insights from Laura Overton and her team with great conversation with your peers.
The session will be divided into three parts, allowing you to grab your lunch and explore tailored keys that help you nail the tactics to
Transform traditional learning in your organisation
Successfully integrate learning and work
Impact engagement, and ultimately learning culture
Boosting business results and engagement – 3 simple steps for L&D professionalsLaura Overton
Laura Overton shares how formal benchmarking can help L&D leaders become the boost business results and improve learning engagement.. The presentation looks at:
• Benchmarking as an L&D business improvement tool and why current L&D benchmarks are wholly in adequate
• How new learning benchmarks can help L&D leaders improve results and engagement.
• The benefits that great benchmark data can add to aligning learning to need, forging business relationships and prioritising action areas.
• 3 simple steps to help you benchmark with L&D peers.
The session draws on benchmark data from over 2200 L&D professionals around the globe. Participants are invited to take part in the confidential Towards Maturity Benchmark for free until 12th July 2012 here [https://www.surveymonkey.com/s/TM2013Benchmark].
Find out more about Towards Maturity Benchmark Reports at www.towardsmaturity.org/benchmarking
Find out more about new learning benchmarks by joining The Towards Maturity New Learning Benchmark group on Linked In.[ http://www.linkedin.com/groupRegistration?gid=3696010]
Follow benchmark conversations on twitter at #bethtebest13
This session was originally given presented as part of the Corporate e-learning Consortium webinar Series
Skillsoft’s Global Leader Forum is an exclusive group of customers who have proven strategies of success around Engagement, Alignment, Adoption and Value – the Four Building Blocks of Learning and Talent Success. As part of the Forum, these clients regularly collaborate with other leading organizations and to share best practices, resources and tips within the new Client Community portal. They are also invited to participate quarterly in short research efforts around key topics that are of interest to the Skillsoft and industry-wide learning and talent communities.
Our 2016 Spring research topic was dedicated to the challenges and opportunities of building a successful and strategic learning culture. Our leaders shared their definition of a true learning culture, who is the owner of an organization’s learning culture, as well as what barriers stand in the way of a strong learning culture. Lastly, and most importantly, we learned what business outcomes they have seen positively impacted by having a strong learning culture.
Smarter Decisions for Stronger Performance: How to use data to partner for su...Laura Overton
Your L&D strategy might be going well, but are your stakeholders buying into planned developments?
Laura Overton delivered this webinar hosted by DPG on 24 July 2015. Laura explained how L&D and HR leaders can use the Towards Maturity Benchmark to gather the evidence needed to show business leaders what's working and highlight opportunities to develop, using the Towards Maturity Model as a framework for constant strategy innovation.
Building a Global Learning Culture: (LT16)Laura Overton
Building a learning culture that impacts individual and business performance is the holy grail of most L&D leaders. How do we shift the mindset of business leaders and learners- especially when they are scattered around teh globe? How do we transition from delivering online courses to creating an environment that stimulates sharing, communication and learning as a matter of course? This session, first delivered at Learning Technologies February 2016 draws on insights from over 600 l&D leaders in the latest Towards Maturity and the practical experience of the HR director of CCL Industries (previously Worldmark) who created an award winning Academy programme. We considered:
- How to get started
- How to get the board on board
- How to win the hearts and minds of a global workforce
- How to create hooks that deliver long lasting change
- How to demonstrate value
How to get your L&D team in tip top condition for 2015Laura Overton
Laura Overton will be addressing how you can get your L&D team 'fighting fit' this year at Learning Technologies 2015, using a number of insights to shed fresh light on what it means to be progressive in 2015 and how to get there.
This is an preview of what she will be addressing on 28 Jan, Theatre 10 at 10:30 at LT15.
Join Laura as she look at practical ways to learn from each other’s experiences, successes and mistakes. Using tips from inside and outside of the sector. Let’s evaluate and learn from our mistakes rather than repeat them.
Measuring the Impact of eLearning: Turning Kirkpatrick’s Four Levels of Evalu...Lambda Solutions
Access to webinar recording here: http://go.lambdasolutions.net/webinar-growing-trend-of-open-source-learning
Whether it’s to inform, to improve, to change—or a combination of these factors, training must have measurable outcomes that contribute to larger organizational goals. Good training evaluation techniques identify and measure the impact of learning on job performance and ultimately, organization-wide business results. When it comes to measuring eLearning, Donald Kirkpatrick’s Four Level of Evaluation model is one of the most widely used and respected worldwide.
Co-hosted by Paula Yunker, with 30+ years of instructional design experience and certification in Kirkpatricks Four Levels Evaluation—this webinar will explore why learning evaluation is an important component of any training program and how you can measure the application of learning beyond the learning event itself. We’ll discuss how to implement learning evaluation that’s practical and provides value but isn’t complicated, time consuming or expensive. Paula will also share her favorite learning evaluation resources after the webinar!
Check out the slides to learn more about:
- Why learning evaluation is critical for business results
- Kirkpatrick’s four levels of evaluation explained
- Aligning learning to organizational goals
- Typical challenges implementing evaluation in an organization
- Practical strategies for implementing learning evaluation
- Our favorite learning evaluation resources
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Create organization chart and set-up your organization charts quickly by using the practical skills.
http://www.softwaredownloadcentre.com/software/edrawmax.php
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Delivering training via phones, iPads and Tablets with guest presenter Leo Gaggl, Managing Director of Brightcookie. Leo gave an extensive overview of mobile technologies and how they ‘work’ with education. He covered what trainers and students are actually using mobile learning for...how organisations are handling BYOD...responsive learning content design...DIY tools...and heaps more!
The session was recorded, so if you would like to catch up with it, review it again, or pass it on to colleagues, here is the link: https://sas.elluminate.com/p.jnlp?psid=2013-11-04.1524.M.1F7C0DF5F99766534BC585EB3EB473.vcr&sid=voffice
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Current and future capability of L&D teams and bridging the gaps.
Influences of disruptive business model of Learning.
Top 3 predictions for L&D in 2017.
Developing a Social Learning Environment without using LMS. Using Totara Social + Experience API (TinCan) LRS + Alfresco Community Edition as a Learning Object Repository.
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The wave of information known as Big Data has been growing exponentially in recent years. That's why it's critical for organizations to not only get better at collecting more meaningful data, but also understanding just what it all means.
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Michael Rochelle, Chief Strategy Officer & Principal HCM Analyst with Brandon Hall Group
Mike Rustici, CEO & Founder of Watershed
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The FIRM & IBM event THE FUTURE OF WORK IS HERE: Is the people function 'fit ...Emma Mirrington
This presentation will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include:
• A brief overview of the Future of Work trends being seen in 2017
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Make 2016 the Year of Learning Impact: Learn From the LeadersHuman Capital Media
Learning teams have high aspirations for their organization — 94 percent seek improvements in productivity, engagement and business agility, yet less than one-third achieve the results they desire.
How can we do better?
To answer this question, Laura Overton, founder of Towards Maturity, has been working with learning teams from companies of all sizes for over a decade. Published in November, Towards Maturity’s 2015-16 industry benchmark report — “Embracing Change” — analyzes 1.5 million data points from more than 600 organizations from around the world to identify what’s working and what isn’t. The findings not only show that the top performing 10 percent of learning organizations are three to eight times more likely to succeed in delivering business results but also highlights why.
How can we do better in 2016?
Join Laura for this webinar and learn how the top performers are:
· Winning hearts and minds of business leaders.
· Supporting the self-directed learner.
· Equipping the L&D team for success.
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www.towardsmaturity.org/benchmark
www.cipd.co.uk
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https://au.linkedin.com/in/nathancjclark
Degreed LENS Event: Reinventing the Learning Experience - March 23rd, 2016, N...David Blake
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New learning models, constantly changing technology tools and an increasing demand from customers means that there is often very little time to build our own skills and (more importantly) confidence.
In this webinar delivered by Laura Overton, we looked at:
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- How to develop skills when time and money is short
- What's worked and what hasn't for other organisations
- How to prioritise your next steps
Benchmark today and see how your strategy compares with peers around the globe: http://towardsmaturity.org/benchmark
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
Go Beyond: Going Beyond With Learning AnalyticsAggregage
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In this webinar, Chris Osborn, VP of Marketing and recognized leader on learning strategy, will discuss best practices for delivering employee training and learning for employees in a dispersed workforce. You will also learn valuable tips and ideas for spreading the benefits of social and informal learning to a dispersed workforce in today's environment while using next generation learning technology.
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Learning Evaluation - dirty words? Not at all, evaluation should be the lifeblood of every L&D professional. Something that explicitly links to performance and results and should drive EVERY conversation. The 21st Century Learning Professional can adopt a consultative approach that underpins all that we do.....is it time to sharpen your AXE?
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OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
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http://towardsmaturity/benchmark
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Are You Equipped to Lead L&D Into the Future?
1. Are you equipped to lead L&D
into the future?
14th May 2015
Lisa Johnson, Barnardo’s
Laura Overton, Towards Maturity
Ruth Stuart, CIPD
#LDSkills
2. Session overview
• Your challenges
• Key drivers of change affecting L&D
• Lessons from top learning organisations
• Transforming learning in Barnardo’s
#LDSkills
3. What challenges are you and your L&D
team facing?
Are you equipped to lead L&D
into the future?
#LDSkills
11. …We need to invest in new capabilities
L&D skills Considered a priority Currently have this in-
house
Using social media
effectively
93% 15%
Programme evaluation 96% 41%
Blended learning delivery 96% 47%
Supporting learners online 96% 36%
Digital content
development
91% 31%
Marketing and stakeholder
engagement
91% 42%
Business planning 87% 47%
Towards Maturity 2014-15 Benchmark (views from 600 L&D leaders)
@RStuartCIPD #LDSkills
14. TM Index
THE TOP 10%
New for 2014/15
Defining
Need
Learner
Context
Work
Context
Building
Capability
Ensuring
Engagement
Demonstrating
Value
Benchmarking
Who is reporting the best L&D
outcomes?
What are they doing differently?
TheTowardsMaturityModel
15. DELIVERING RESULTS
Improved application
of learning in the
workplace
Faster response to
changing business
conditions
Increased
productivity
on the job
TOP DECK Average
2x
revenue
improvements
50%
improvement on
attrition
25%
increase in staff
engagement
LauraOverton #LDSkills
16. DELIVERING RESULTS
Improved application
of learning in the
workplace
Faster response to
changing business
conditions
Increased
productivity
on the job
TOP DECK Average
What are the
Top Deck doing
differently?
17. Top Deck make alignment to
business needs a priority
100% agree L&D activity is aligned to business
Compared to 56% on average
18. …it doesn’t matter where you
sit
Alignment is king
…whether it is a performance
issue or a skills issue
our job is to
solve business problems
problems
Sarah Lindsell, Pwc
19. Top Deck support the full
learning continuum
100% agree they support learning beyond the course
Compared to 53% on average
22. Data Driven Decision Making
Less than
25%
Audit the skills of L&D
teams
Use learning analytics to
improve service
Use benchmarking as an
L&D performance
improvement tool
“ 7 out of 10 engage with data
driven decision making
23. Introducing change is never easy.
For us it started by presenting our
existing L&D staff with clear
independent
evidence from both
learners and experts showing
showing that we needed to
change.
Col. Garry Hearn, MOD
“
24. Top Deck are active in building
priority L&D capabilities
today
50% more likely to provide
CPD opportunities
for L&D staff
87%
89%
89%
91%
91%
93%
96%
96%
96%
47%
34%
49%
42%
31%
15%
47%
36%
41%
79%
56%
68%
70%
44%
50%
81%
71%
70%
Business planning
Delivery via virtual classroom
Instructional design
Marketing and stakeholder engagement
Digital content development
Using social media effectively
Online or blended learning delivery
Supporting learners online
Programme evaluation
Current skills in house (top Deck) Current skills in house (avg) Considered a priority
25. WHAT ARE THEY DOING
DIFFERENTLY?
Improved application
of learning in the
workplace
Faster response to
changing business
conditions
Increased
productivity
on the job
TOP DECK Average
Top Deck organisations:
Align to need
Support the full learning continuum
Harness Technology
Use Data to Drive Decisions
Build priority skills today
29. Impact…
Improved business relationships
Greater alignment
Motivated and skilled team
Reach more learners
Reduction in helpdesk calls
Willingness to participate in new initiatives
Business come to us for help
External recognition – industry awards
F3 11.15- 12.30
Are You Equipped to Lead L&D into the Future?
The session will cover:
· L&D’s place in the VUCA world and its role in meeting future business challenges
· driving organisational agility through effective L&D – Driving agility within your organisation by utilising L&D tools effectively
· how to build confidence in emerging L&D skills and capabilities. – Responding to evolving learning needs by building confidence in emerging L&D skills and capabilities
You will take away:
· insights into the secrets of top performing learning teams and how to implement key learnings within your organisation
· strategies to prepare for future business needs by developing a dynamic and adaptable L&D team
· practical tips to create L&D transformation which aligns with business priorities
Ruth Stuart, Research Advisor, CIPD,
Laura Overton, Founder, Towards Maturity
Lisa Johnson, Assistant Director Information Services, Learning and Communication, Barnardo’s
Challenges: 10
Ruth: 10 mins
Capability to build: 10 mins
Laura and Lisa: 25 mins
What will you do? & Q&A 10 mins
Action point: 5 mins (end on this)
Total: 70 mins
10 minutes
Laura to facilitate
Discuss with each other in groups of 2/3s (5 mins)
Question to be loaded onto slido for people to post feedback
5 mins to share thoughts from the room
2 flip charts on stage. 2 people capture answers, 1 person facilitates the discussion
Conference organisers manage roving mikes
Ruth
The world of work changing. So how can we make sense of all this change.
This simple phrase helps: VUCA.
Volatility: The external environment is unstable and presents challenges that are unexpected at great speed.
Uncertainty: Unprecedented trends in the external environment mean that long-term trajectories are more difficult to predict.
Complexity: The external environment has many interconnected parts that can be overwhelming and confounding.
Ambiguity:
The external environment is hazy, with many unknown unknowns, and cause-and-effects are unclear.
Ruth
The only constant is change. We live in a fast paced, ever-changing environment. Many analysts agree that the rate of change is unprecedented and exponential. So what’s driving this?
In December 2014 we published research exploring the key drivers for change in organisations. It was conducted in collaboration with Dr Mark Loon, University of Worcester and included a global literature review of the key trends affecting organisations.
Economic
Globalisation
Growth of the BRICs nations
Economic downturn and austerity
Economy: The global recession had a massive impact on organisations. Not just in terms of business and funding, but also in management. Many leadership teams had never had to manage an organisation in a recession before. This presented challenges. Connected to the economy we’ve also seen a mass loss of confidence in some of the institutions that were previously infallible.
Globalisation: Globalisation is hear to stay, as we live in an increasingly connected world. Major economies are very interdependent with one another. Global flows are now worth $26 trillion, or 36% of global GDP. According to the IMF China has just overtaken the US as the world’s largest economy.
2 Social and Cultural
Demographics
Changing values
Multiple careers
There are also major demographic shifts. There will be 9.2 billion people on the planet by 2050, partly due to enhanced longevity.
Organisations will start to see Generation Z join the workplace in a few short years. This group has never known a world without the internet or mobile phones. They’re tech savvy and have always had access to mountains of data. They also have a sense of social justice and philanthropy that comes with growing up during the recession, the war on terror and climate change.
3 Science and technology
Pace of change
Cross-discipline technology
New methods of organising work
Technology: The pace of advancement in science and technology is unparalleled. Many of us have experienced this first hand. 10 years ago facebook launched. Twitter is 8. The iphone is just 7 years old.
But these developments are also changing the nature of competition. Global Micro businesses are now emerging, and entrepreneurialism is growing due to the availability of technology. Coopetition, rather than competition is emerging, as organisations form alliances of businesses.
There are also many developments which may impact work. It is now possible to fingerprint individuals by their typing style, remotely identifying a person taking a MOOC. Robotics are constantly advancing, and it’s predicted that advanced analytics will automate many forms of knowledge work that exist today, such as strategy formation.
Technological developments are also increasingly cross-discipline, meaning that it’s harder to predict new developments. For example nanotechnology
Ruth
In order to survive and thrive in this VUCA environment, organisations need to be:
Agile: Dynamic capability to change strategic direction and organisational competencies
Adaptive: High levels of absorptive capacity. Attuned to the external environment and awareness for the need and type of change
Ambidextrous: Able to concurrently exploit current capabilities and be explorative in breaking with the past and be ready for new trajectories of development
Ruth
So what does this mean for L&D in organisations. Our research identified four key capabilities for L&D of the future.
Savvy: Business, organisational and context savvy. Commercial acumen in understanding the organisation’s business model.
Affecting and aligned: L&D help to shape organisational strategy, but must also be aligned to its present and future needs. Includes alignment of culture
Versatile: L&D is flexible an versatile. Able to quickly react and operate across different organisational landscapes. Able to competently play different roles.
Ubiquitous: omnipresent in different landscapes: such as organisational divisions, strategic and operational levels
Ruth
Ruth
Business alignment: Many L&D functions are seriously exploring how they can better align with business needs. It was the number 1 focus for the last 12 months, and next 12 months in our annual L&D survey of over 1000 practitioners.
Using metrics effectively: Alongside business alignment, effective L&D functions want to know their business impact. They are increasingly using business metrics and ROI to calculate effectiveness. For example Mattel, the toys manufacturer are increasingly measuring behavioural change, rather than number of training courses or hours completed. (360, manager involvement, before/after). This can also mean using pilots effectively to measure impact.
Learning at the point of need: Many L&D functions are focusing their activities, not on year long programmes which take 6 months to develop, but bitesize learning which can be accessed in the work flow. For example the charity Barnardo’s have introduced embedded performance support into their technology applications to support learning on the go.
Behavioural science: Many L&D functions are looking at how they can use behavioural science (such as neuroscience), to inform their approach to learning design and leadership development. For example Volvo have applied principles of effective learning and memory formation to their training delivery. BT have focused their leadership programme on how the brain responds to train.
Social learning: Many organisations are starting to focus on social learning (whether that be bringing groups of learners together for discussions, or making use of internal and external social media networks. For example Santa Fe, an international relocation company have started using social learning extensively. Anyone can upload content to a site, which can then be discussed throughout the organisation
Content curation: Many L&D practitioners are realising they don’t need to create content from scratch. Instead they can curate it, both from in and outside the business. This also means using subject matter experts, to deliver L&D interventions. If a business leader is an expert influencer, why record them and share the expertise via the company intranet. For example PwC are now focusing learning initiatives less on large scale programmes and smaller events, supported with curated information such as Videos or interesting PDFs.
Ruth
TM benchmarking data
Explain table
Huge gap in skills considered a priority and those which L&D professionals report to have in house
Ruth to facilitate
5 mins to discuss in groups 2/3.
5 mins to share back to the group
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
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
In terms of bottom line results they are also reporting
double the revenue increases compared to peers as a result of learning
50% improvement on attrition rates
25% increase on staff engagement
But what are the top deck doing differently and what can we learn from them?
In terms of bottom line results they are also reporting
double the revenue increases compared to peers as a result of learning
50% improvement on attrition rates
25% increase on staff engagement
But what are the top deck doing differently and what can we learn from them?
97% top deck agree learning is delivered on time and that learning deliver the skills the business needs (compared to 47% and 57% respectively)
88% say that if something is important, then the intervention will be resourced correctly
not budget and team size or even where you sit in the business (eg HR vs Line)
97% top deck agree learning is delivered on time and that learning deliver the skills the business needs (compared to 47% and 57% respectively)
88% say that if something is important, then the intervention will be resourced correctly
not budget and team size or even where you sit in the business (eg HR vs Line)
They are 2x as likely to agree that their role is helping people make sense of change
They are 2x as likely to agree that their role is helping people make sense of change
They are 2x as likely to agree that their role is helping people make sense of change
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
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
They are 2x as likely to agree that their role is helping people make sense of change
In terms of bottom line results they are also reporting
double the revenue increases compared to peers as a result of learning
50% improvement on attrition rates
25% increase on staff engagement
But what are the top deck doing differently and what can we learn from them?
I joined B’s back in 1997 as a classroom trainer along with 2 other trainers tasked with travelling the UK training people on MS Office and B’s IT systems.
Within six months I was asked to lead and grow the team, took this on and by 2000 I had a team of 12 IT Trainers delivering f2f training 5 days per week and supporting just upward of 5000 IT users across 300+ sites in the UK & NI.
Today our IT infrastructure has grown to 10,000 IT users spread across 1900 sites and we are now a team of five trainers. We have had to learn how to do things differently and over the past 15 years have been on a continuous journey of transformation where we have grown together, learned together and shared a passion for both learning and technology.
Our journey over the years is illustrated here.
This changes we have made haven’t happened overnight….it has been a journey where we have incrementally added to our toolkit, where we have tried things, learnt from our mistakes and refined things to survive and meet the needs of the business.
As a team we are all committed to self development and have made significant investments in our own learning using time rather than money to ensure that we stay abreast of changes in our business, changes in the approaches to L&D and changes in technology.
Through this learning and the business requirement for us to deliver more with less we recognised early on that we had to change our approach to delivery and invest in some key learning technologies.
The result of these investments has seen us transition out of the classroom and into a world where more than 80% of our delivery is currently via virtual classrooms supported with a range of additional online resources such as eLearning, embedded performance support, wikis, guides, video demos, blogs and social interactions.
This transformation to using a mix of technology based and traditional methods means we can reach more learners with less resource and using analytical tools can demonstrate a measurable impact on the business.
How did we do it….
Limited development budget for team – use wisely
We explore freely available content online – social sites e.g. twitter, linkedin, G+, blogs; free eBooks; free eLearning; free video (YouTube); free webinars; free MOOCs; free seminars, conferences, informal meet ups
We carefully select conferences that offer content related to our needs. Attendance is rotated around the team. Person attending curates resources and shares key learning with those that couldn’t attend online and in person at our team meetings. We identify potential opportunities and agree on the ones we want to progress.
Hold 30-45 minute virtual team meetings weekly plus face to face meetings every 6-8 weeks – always make time for sharing ideas, having discussions and learning from each other.
Assign development days – opportunities for each trainer to explore something new. Whatever they want as long as what they are doing can be aligned back to the needs of the business and help us improve what we do. Important to recognise that not everything they try will come to something….they might try it/research it and identify its rubbish or not suitable for us. That’s ok – the key is that we’ve explored it and identified this.
Out of the above will come a springboard of new ideas or approaches that we could potentially use and that is where our development cycle comes into play.
Our development cycle ...
NEW – is the skill gap, need or new idea we want to explore/develop
EXPERIENCE IT – before we subject our learners to anything we like to try it out. We work closely with the business to understand their environment, challenges and priorities so anything we want to implement has to work for them. We immerse ourselves in the new process/approach as a learner and from their can identify….
POTENTIAL – is this something that would work in our organisation, for our learners and therefore an area where we need to develop our own skills and knowledge?
TRAIN THE TRAINER – if yes – we identify one or more members of the team to take the lead and depending on the requirement look for a formal approach to development or source something less formal. Some will cost, some won’t.
PLAY – crucial to ensure that there is time to explore the new method/product especially where this is a new learning technology.
Play helps the BUILD CONFIDENCE needed to think about how to
APPLY the learning and use the new method/process effectively with our learners.
Example:
The initial trigger for us to start looking at virtual classrooms was seeing our technology colleagues using a remote desktop to share technical issues with our suppliers and receive support.
This sparked an idea….could we use this same technology to share our desktop with users in a learning context? How would it work? What would the experience be like for a learner?
Got our hands on the tool, had a play, started think about its potential.
Signed up for some free webinars and this experience helped us recognise that there was potential and helped us experience what this was like as a participant/learner.
Shared our experiences in our team meetings and agreed that this was a technology that could help us transform the way we approached delivery.
Two of us completed the online tutor’s course - the equivalent of the LPIs COLF course – one was me as the team leader – I had to fully understand the product to effectively develop a strategy that incorporated its use and understand fully what I was talking about to sell this to the business
Following the training we delivered sessions to other members of the team.
They shared their experiences as ‘learners’ of what worked/what didn’t until we were confident that we had something to try with users.
We engaged a group of learners, took further feedback and used this to refine the approach before we launched it to the rest of the organisation.
SHARE/COACH – following a successful launch we started to train the other members of the team in-house at no additional cost giving them the same opportunity to play and build confidence before taking the plunge.
At this point you could just think that’s it…job done…all the trainers are trained and using the technology and all is well. We add a further…
REVIEW & ADAPT stage – in the example of introducing VCs, with the whole team able to use this approach we implemented a continuous improvement plan whereby we monitored take up and learner feedback quarterly so that we could ensure we were offering the right VCs & we monitored metrics to our helpdesk to identify needs and impact. At the same we would capture the feedback from learners and use their voice to market this new offering and engage others.
We use the above cycle for pretty much everything we do. It doesn’t have to take months to follow…depending on what you are learning you could go through this process within a few days.
As a team of five supporting 10000 users across 1900 sites on over 60 different IT applications we have to be ready to meet the business needs, we have to learn quickly and quickly and be able to adapt anything that is doesn’t work.
We are like chameleons – even though we have changed a lot already, we are still always learning and will always be changing. We adapt constantly to the changing needs of the business, changes in the environment, changes in technology and changes in L&D approaches.
As Ruth said earlier “change is the only constant” and if we don’t change and stay abreast of what really matters to help our people perform we will be surplus to requirements!!
You have to be bold, be fearless and be the best you can be – develop yourselves, develop your teams, prepare your learners and be the type of leader ready to take on whatever todays VUCA environment has to throw at you!
Lisa/Laura
5 mins to discuss with the person next to you
5 mins to feedback to the room
Take questions as we go