Bersinby deloitte caterpillarcontentstrategy_final

Closing Skill Gaps at Caterpillar
Starts with Content Strategy
David Mallon,
Head of Research, Bersin by Deloitte
Michael Miller,
Process Standards Supervisor, Global Service Training, Caterpillar
August 28, 2014

Who we are
• Global provider of leading practices, trends, and benchmarking research in
talent management, learning, and strategic HR.
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• Human Resources
• Talent Acquisition
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Resources
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Development
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Acquisition
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Technology
Copyright © 2014 Deloitte Development 1 Closing Skill Gaps at Caterpillar Starts with Content Strategy LLC. All rights reserved.

Today’s Speakers
David Mallon
Head of Research (SVP)
Deloitte Consulting, LLP
@da5idm
Mike Miller
Process Standards
Supervisor,
Global Service Training
Caterpillar
Join the conversation on Twitter
#Bersin
@XylemeLearning #SkillGaps

Twitter Contest for Today’s Webinar
Tweet today’s event and be entered to win a
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• Follow these steps to be entered to win:
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• Step 2: Sometime during today’s Webinar post a Tweet about the content being
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attendees will each receive a $50 Amazon Gift Card!
• Winners will be announce within 24 hours. Gift cards will be sent to
winners within 1 week of the end of the event.
#Bersin @XylemeLearning #Skillgaps

Agenda
Talent is a CEO Issue.
What makes a High-Impact Learning Organization?
Solving the skills gap at Caterpillar: A conversation.

Skills Keep CEOs Up At Night
CEOs now rate
“human
capital
shortages”
as the
#1
item on their
priority lists for the
coming year.
Source: Deloitte Global Human Capital Trends
Research, n=2500, 2/2014
Source: The Conference
Board
Source: The Conference Board

Constant Need for New Capabilities
70% of the companies on the
Fortune 1,000 list in the 1990s were
replaced over the following 10 years
…and that trend is accelerating
Edward E. Lawler and Christopher G. Worley, Built to Change, 2/2006
35%
45%
60%
70%
1970s 1980s 1990s 2000s

Organizations Have More Complex, Diverse Needs
By 2020, 60% of big companies will be
buying, producing and marketing more
in foreign markets than they do at home
60%
SHRM / The Economist Intelligence Unit, Global Firms in 2020, 11/2010

Workforce is More Self-directed and Specialized
20% of the US workforce are now
independent (freelancers, contractors
and temps)
Accenture, The Rise of the Extended Workforce, 4/2013
6%
20%
1990 2013

More, Deeper Gaps To Fill
58% 74% 51%
of employers think
college graduates are
not adequately
prepared for the
workforce
of businesses report
persistent shortages
of talented mid-level
managers
of businesses
report that they still
don’t have enough
talented executives
McKinsey & Co., Education to Employment, 12/2012; Bersin by Deloitte, Developing 21st Century Leaders, 11/2011

Talent is a Limited Resource, With a Short Half-Life
“We have entered a global
economy where talent and skills
shortages challenge world
economic and business growth
around the world.”
Klaus Schwab, Chairman, World Economic Forum
“While companies struggle to acquire
and retain top talent, the useful life of
many skills is declining—now
averaging about five years—creating
a constant need for new talent to
address skill gaps.”
Unlocking the Passion of the Explorer, Deloitte
Center for the Edge, John Hagel, John Seely Brown,
Tamara Samoylova, Sept. 2013

Problem: Building Expertise Takes Time
The Lifecycle of a Specialist or Leader
Business
Contribution and
Ability to Innovate
“Even when we hire a senior others
engineer from a competitor it takes
them 5-7 years to be fully
productive in our environment.”
- Global Energy Company
You invest in
the individual
Payoff to the
Organization
Individual
Develops
Novice Beginner Capable Expert World Class
+ Positive
- Negative

Problem: Landscape for Learning is Changing
Courses & Programs Fade
Online
Resources
E-learning
courses
Job
Aids
Career
Development
Coaching
Mentoring
Communities
of Practice
Social, Mobile
Sharing
Expert
Sharing

Problem: Employees Expect More, On Their Terms
47% of smartphone users now use their
devices to get just-in-time information
in order to solve unexpected problems
47%
Pew Internet & American Life Project, Just-in-time Information through Mobile Connections, 5/2012

Problem: L&D Not Seen as Value Driver
How do you think your leadership
perceives your learning organization?
Overall % HILO %
52% of overall orgs are mediocre or worse.
2%
2%
17%
17%
Overall % HILO %
33% 34%
33% 34%
It can be done better!
95% of HILOs are well valued.
14%
14%
2% 0%
3%
56%
39%
2%
We are reactive /
tactical / Our purpose is
to simply fulfill.
0%
3%
56%
39%
2 3 4 We are proactive /
strategic / Our purpose
is to act as business
partner.
Not surprisingly, HILOs are 8.33 X more likely to be seen as strategic business partners.
Source: Bersin & Associates – Key Findings : Becoming a High-Impact Learning Organization, 2012

What Do High-Impact Learning Organizations
Do Differently? How are they better?

High-Impact Learning Organizations
High-Impact Learning
Organizations drive more,
positive change in their
businesses, because…
They are more Effective.
They are more Efficient.
They are more Aligned.

High-Impact Learning Organizations
Better Across the Board, But Some Things Matter More than Most
Organization
Model
HR
Alignment
Monitoring &
Evaluating
Capability
Learning
Technology
Strategy
Social
Learning
Capability
Leadership
(CLO)
Talent
Management
Strategy
Learning
Content
Capability
Learning
Architecture
Maturity
On-Demand
Learning
Capability
Governance
Monitoring & Content
Evaluation
Intersections
of Talent &
Learning
(IDPs, Career, etc.)
Learning
Culture
Performance
Consulting
Capability
Global
Capability
Embedded
Learning
Capability
Resource
Allocation
Learning
Culture

High-Impact Content Strategy
Solving the Skills Gap at Caterpillar

Question
What skills challenges at
Caterpillar are forcing new thinking
and new approaches to content?

Question
How are you solving for these
challenges? Examples please!

High Impact Learning Environment at Caterpillar
Learner
Engagement
Single
Source
Improve
Central
System of Record
Content Development
Business Needs

Single Source
Instructor Guide
Student Guide
PowerPoint/HTML5
Slides
Handouts
Job Aids
Assessments
E-learning
…
Instructor-led Training
Web-based Training
Self-study Guides
Mobile Learning
KnowledgeBase
…
DELIVERY METHODS
Internal Ed
General Customer Ed
Customized Training
BRANDING
PRODUCTS
.PDF
.SCORM / AICC
.HTML
.DOC
…
FILE TYPES

Interactive Slides (HTML5)

Question
Why is building support for
personalized learning a key part of
Caterpillar’s strategy for closing
skills gaps?
What is your vision for learning
content in the future?

Learning Object
Repository
Learning Record
Store
Author Publish Distribute Measure
Learning Objects

Personalized
Prescriptive
Predictive

?
?
l
i
360°

Questions?
David Mallon
Head of Research (SVP)
Deloitte Consulting, LLP
@da5idm
Mike Miller
Process Standards
Supervisor,
Global Service Training
Caterpillar
It’s not too late!
Join the conversation on Twitter
#Bersin
@XylemeLearning #Skillgaps

Abstract
High Impact Learning Organizations (HILOs) facilitate continuous learning. One where the
development of new and increased skills ensure their employees can adapt quickly to a
changing environment and help the business compete effectively. HILOs like Caterpillar
strive to build long-term organizational capability through personalized learning paths and
development plans.
According to Bersin by Deloitte, one of the top three factors separating HILOs from the
others is Content Capability. Join David Mallon, Head of Research at Bersin by Deloitte, as
he interviews Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. to learn
how Content Strategy is driving Caterpillar’s drive to personalized learning and transforming
their employee development programs.
In this session you will learn:
• Their approach to creating bite-sized learning that can be tailored to individuals learning
needs;
• Unique methods for delivering learning content at the right time in the right place;
Measuring results at the content, personal and organizational level; and
• Personalized learning as the most effective approach to closing organizational skill gaps.

About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of
member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also
referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL
and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its
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Copyright © 2014 Deloitte Development LLC. All rights reserved.
36 USC 220506
Member of Deloitte Touche Tohmatsu Limited

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