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INSIGHTS FROM LINKEDIN’S
WORKPLACE
LEARNING
REPORT:
TRENDS, CHALLENGES
AND SOLUTIONS
Britt Andreatta, PhD
2017
Britt Andreatta, PhD
Consultant, Speaker, and
Top LinkedIn Learning Instructor
Britt@BrittAndreatta.com
Britt Andreatta, PhD
1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
4
Top 2017 workplace learning trends
4 Report value to the individual and
the business
3 Develop a tightly executed
communication plan
2 Deliver modern learning experiences to
meet expectations from modern learners
1 Don’t just take orders. Identify
real training needs.
5 Build a culture of learning, one
that rewards growth
5
How to Succeed
in the Future
State of L&D
5 key strategies to make the shift
1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
6
Top 2017 workplace learning trends
7
The training L&D
provides is
in line with its
top objectives
4 Support career development
for employees
3 Train all employees globally
in one cohesive way
2 Help employees develop
technical skills
1 Develop managers and
leaders
8
9
What are the most
important skills
that you/your team
provide training
for?
Leadership/People Management
Career Development/Soft Skills
Customer Service
Compliance Training
Program and Project Management
Business Operations/Analysis
Information Technology
Sales
Human Resources
Product Management
Software Development/Engineering
Administrative Support
Marketing
Data Science/Analysis
Creative Design
Accounting
Finance/Purchasing
Architecture/Civil Engineering
Other
52%
44%
40%
37%
23%
23%
22%
20%
14%
14%
11%
9%
8%
8%
6%
3%
3%
1%
17%
10
What are the most
important skills
that you/your team
provide training
for?
Coaching
Leadership Communication
Teams and Collaboration
Employee Engagement
Strategic Planning
Organizational Culture
Leadership Capacity
Executive Leadership
Crisis Management
57%
51%
42%
40%
30%
25%
20%
11%
7%
11
Specific
Leadership/Peopl
e Management
skills
(among L&D
professionals who
selected it)
1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
12
Top 2017 workplace learning trends
of learning
professionals say
L&D is
centralized
2/3
of learning
professionals
say L&D is
decentralized
1/3
13
L&D differs across
organizations.
There’s no
gold standard.
14
L&D focus differs across SMBs and larger organizations.
LARGE ORGSSMALL ORGS
(1K or fewer employees) (Over 1K employees)
51% 58%Develop managers
and leaders
36% 40%
Support career development
for employees
44% 35%
Help employees develop
technical skills
15
1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
16
Top 2017 workplace learning trends
of L&D pros agree that
developing employees
is top-of-mind for
the executive team.
of executives agree
there is a skills gap
in the U.S. workforce.
of executives say that
L&D programs would
help close the gap.1
80%
17
Developing employees is important to executives,
but demonstrating value proves challenging
92% 90%
Business impact
is the No. 1
measure desired by
CEOs.
ROI is the No. 2
measure desired by
CEOs.
Yet, only 8%
currently see the
business impact of L&D.
And, only 4%
currently see ROI of
L&D.
18
Leadership craves impact and ROI data
Qualitative feedback from attendees at instructor-led classes
Positive feedback from line managers that employees are more productive
Satisfaction of attendees at instructor-led classes
Qualitative feedback from employees about online courses
Satisfaction of employees using online courses
Length of time an employee stays at the company after completing a training
Number of employees getting promoted as a result of completing a training
Number of attendees at instructor-led classes
Number of online courses completed
55%
54%
45%
34%
26%
24%
17%
17%
17%
19
What are the top ways you measure
the success of L&D at your company?
Having a limited budget
Getting employees to make time for L&D
Having a small L&D team
Demonstrating ROI
Aligning to the company’s overall strategy
Building employee awareness of L&D programs
Getting executive buy-in
Engaging employees during L&D programs
49%
46%
34%
32%
20%
19%
18%
17%
20
L&D top challenges are tied to
demonstrating business impact
Phases of growth
Know where you are, to know where you’re going
21
Predict your
organization’s
training needs
using the
Greiner Curve
My favorite tool for building a
robust L&D strategy is to use
the Greiner Curve. You should
start building for the next phase
now so that your talent is ready
when it arrives.
Britt Andreatta, PhD
Speaker, Consultant,
Top LinkedIn Learning Instructor
NO
W
Where are you now and which crisis point is coming?
T
22
T
23
Founders build
org
A few ppl wear
many hats
Informal &
spontaneous
T = need to
bring in
professional
leaders
T
24
New leaders
bring new
expertise and
experience
Org continues
to expand
T = gets too
large for top
leaders to
oversee
T
25
Start adding
layers to
hierarchy
Top leaders
focus on
strategy while
day-to-day
delegated
T = size
strains current
structure, lots
of variance
across org
T
26
Policies,
procedures and
processes bring
stability
Some leaders and
talent leave for
smaller orgs
T = begin “police-
ing” lowest
common
denominator and
tie up org in red
tape
T
27
Move to more
agile and
scalable
methods
Hire leaders
with EQ and
trust their
judgment
T = hit limit of
org’s ability to
grow on own
T
28
Growth via
partnerships,
licensing,
franchises, M&A
Influx of other
org’s values,
visions, etc.
T = eventually
dilute culture and
need to clarify
vision, mission,
values and
purpose
LEADERS/EXECUTIVES
MANAGERS
EMPLOYEES
Which skills and competencies will be needed
by your employees, managers and leaders? 29
Look at the cost
of attrition
Show the true cost
of disengagement
30
Provide metrics that’ll get your leaders
to sit up and take notice
Most leaders do not fully
appreciate the financial costs
of losing top talent or having
disengaged employees. I use
two key metrics to get leaders
to set up and take notice.
Britt Andreatta, PhD
Speaker, Consultant,
Top LinkedIn Learning Instructor
TECHNICAL/LEADER-LEVEL EMPLOYEE
Annual Salary + Benefits
COST TO REPLACE
EACH EMPLOYEE
$312,000SHRM%
X 250%
ENTRY-LEVEL EMPLOYEE
Annual Salary + Benefits
COST TO REPLACE
EACH EMPLOYEE
$30,000SHRM%
X 50%
$125,000
$60,000
31
The cost of
replacing an
employee is
50%–250%
of their annual
salary +
benefits
Headcount
COST TO REPLACE
EACH EMPLOYEE $32,675,700
Disengagement rate
x 17.2%
# disengaged employees
= 641
Median annual salary
Gallup % cost of disengagement
x 34%
Annual cost per disengaged employee
= $51,000
$150,000
3,725
32
The cost of
disengagemen
t
Gallup estimates 17.2% of the
U.S. workforce is actively
disengaged.
A communication plan will help to:
Progressive L&D professionals
are using communication
plans as the backbone of
their L&D strategy.
Todd Dewett, PhD
Educator, Professional Speaker,
and Top LinkedIn Learning
Instructor
Recruit and use high performers and successful
change agents to act as catalysts in the field.
Sell your capabilities with the user in mind.
Audit and self correct plans midway through an
effort.
Keep the base informed using different channels.
33
Develop a
tightly executed
communication
plan
Your communication plan should be customized to each of these four audiences:
T L B C
Team
Members
Learners Business
partners
Customers
34
Understand your audience
1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
35
Top 2017 workplace learning trends
The average shelf
life of skills is less
than five years
36
at the point
of need
52%
in the evenings
and weekends
47%
at their
office desk
42%
when alerted
to updates
30%
on the way to
and from work
27%
37
When modern learners engage
4 Counterbalances poor managers who don’t
provide enough performance coaching
3 Creates opportunities to network with
other employees
2 Empowers employees to craft their own
career development paths
1 Supports the human need to improve
and develop mastery
5 Keeps employees connected to the
infrastructure and values of the organization
38
Report value to
the individual
and the business
5 ways to display value of learning
to employees
1 Organizations are
investing more in
talent development.
2 L&D is a highly varied
function, from structure
to top objectives.
3 Developing employees is
important to executives, but
demonstrating business
value proves challenging.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.
5 L&D professionals see
room for improvement in
their own programs.
39
Top 2017 workplace learning trends
of L&D professionals surveyed were
willing to recommend their own L&D
programs to peers.
Only 60%
have a “seat at the table.”
40
L&D professionals see
room for improvement
in their own programs
Psychological Behavioral Convictional
change in understanding Change in actions Revision of belief system
41
Transformative learning
In-house instructor-led classes
Peer-to-peer coaching
Online training/eLearning (created in-house)
Online training/eLearning (via external provider)
Conferences
Certification programs
Tuition reimbursement
External instructor-led classes
Journals, publications, books
External coaching
Other
78%
61%
58%
49%
49%
42%
39%
38%
30%
26%
3%
42
Instructor-led classes are the No. 1 way
L&D professionals train employees
Curate modern
learning experiences,
not just
learning programs.
A modern learning
experience focuses
on creating real
behavior change.
43
Deliver modern learning experiences
to meet expectations from modern learners
organizations are starting to
incorporate video-based online
training into their learning cultures.
44
The single biggest
driver
of business impact is
the strength of an
organization’s
learning culture.
45
Build a culture of learning, one that rewards growth
Josh Bersin
Principal and Founder
Bersin by Deloitte
About LinkedIn Learning Solutions
At LinkedIn, we believe learning and economic opportunity are intertwined.
We champion online learning as a way to build skills, achieve goals, and
transform careers. Combining Lynda.com’s 20 years of high-quality, skills-
based courses with unique LinkedIn insights from over 467 million
professionals, we help people identify and learn the skills they need to
succeed. Through individual, corporate, academic and government
solutions, members have access to our digital library of over 10,000
expert-led courses in five languages. Together with more than 10,000
organizations and over 4 million professionals, we are helping to create
economic opportunity for the global workforce.
Visit our website: learning.linkedin.com
Explore the entire 2017
Workplace Learning Report
Bonus
materials
Watch this course for a deeper
dive on building strategic L&D
Questions +
Comments
Consultant, Speaker, and
Top LinkedIn Learning Instructor
Britt@BrittAndreatta.com
INSIGHTS FROM LINKEDIN’S
WORKPLACE
LEARNING
REPORT:
TRENDS, CHALLENGES
AND SOLUTIONS
Britt Andreatta, PhD
Thank you!
2017

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Insights from our Workplace Learning Report

  • 1. INSIGHTS FROM LINKEDIN’S WORKPLACE LEARNING REPORT: TRENDS, CHALLENGES AND SOLUTIONS Britt Andreatta, PhD 2017
  • 2. Britt Andreatta, PhD Consultant, Speaker, and Top LinkedIn Learning Instructor Britt@BrittAndreatta.com
  • 4. 1 Organizations are investing more in talent development. 2 L&D is a highly varied function, from structure to top objectives. 3 Developing employees is important to executives, but demonstrating business value proves challenging. 4 Proving value to learners is equally important, and proves to be equally challenging. 5 L&D professionals see room for improvement in their own programs. 4 Top 2017 workplace learning trends
  • 5. 4 Report value to the individual and the business 3 Develop a tightly executed communication plan 2 Deliver modern learning experiences to meet expectations from modern learners 1 Don’t just take orders. Identify real training needs. 5 Build a culture of learning, one that rewards growth 5 How to Succeed in the Future State of L&D 5 key strategies to make the shift
  • 6. 1 Organizations are investing more in talent development. 2 L&D is a highly varied function, from structure to top objectives. 3 Developing employees is important to executives, but demonstrating business value proves challenging. 4 Proving value to learners is equally important, and proves to be equally challenging. 5 L&D professionals see room for improvement in their own programs. 6 Top 2017 workplace learning trends
  • 7. 7
  • 8. The training L&D provides is in line with its top objectives 4 Support career development for employees 3 Train all employees globally in one cohesive way 2 Help employees develop technical skills 1 Develop managers and leaders 8
  • 9. 9 What are the most important skills that you/your team provide training for?
  • 10. Leadership/People Management Career Development/Soft Skills Customer Service Compliance Training Program and Project Management Business Operations/Analysis Information Technology Sales Human Resources Product Management Software Development/Engineering Administrative Support Marketing Data Science/Analysis Creative Design Accounting Finance/Purchasing Architecture/Civil Engineering Other 52% 44% 40% 37% 23% 23% 22% 20% 14% 14% 11% 9% 8% 8% 6% 3% 3% 1% 17% 10 What are the most important skills that you/your team provide training for?
  • 11. Coaching Leadership Communication Teams and Collaboration Employee Engagement Strategic Planning Organizational Culture Leadership Capacity Executive Leadership Crisis Management 57% 51% 42% 40% 30% 25% 20% 11% 7% 11 Specific Leadership/Peopl e Management skills (among L&D professionals who selected it)
  • 12. 1 Organizations are investing more in talent development. 2 L&D is a highly varied function, from structure to top objectives. 3 Developing employees is important to executives, but demonstrating business value proves challenging. 4 Proving value to learners is equally important, and proves to be equally challenging. 5 L&D professionals see room for improvement in their own programs. 12 Top 2017 workplace learning trends
  • 13. of learning professionals say L&D is centralized 2/3 of learning professionals say L&D is decentralized 1/3 13 L&D differs across organizations. There’s no gold standard.
  • 14. 14
  • 15. L&D focus differs across SMBs and larger organizations. LARGE ORGSSMALL ORGS (1K or fewer employees) (Over 1K employees) 51% 58%Develop managers and leaders 36% 40% Support career development for employees 44% 35% Help employees develop technical skills 15
  • 16. 1 Organizations are investing more in talent development. 2 L&D is a highly varied function, from structure to top objectives. 3 Developing employees is important to executives, but demonstrating business value proves challenging. 4 Proving value to learners is equally important, and proves to be equally challenging. 5 L&D professionals see room for improvement in their own programs. 16 Top 2017 workplace learning trends
  • 17. of L&D pros agree that developing employees is top-of-mind for the executive team. of executives agree there is a skills gap in the U.S. workforce. of executives say that L&D programs would help close the gap.1 80% 17 Developing employees is important to executives, but demonstrating value proves challenging 92% 90%
  • 18. Business impact is the No. 1 measure desired by CEOs. ROI is the No. 2 measure desired by CEOs. Yet, only 8% currently see the business impact of L&D. And, only 4% currently see ROI of L&D. 18 Leadership craves impact and ROI data
  • 19. Qualitative feedback from attendees at instructor-led classes Positive feedback from line managers that employees are more productive Satisfaction of attendees at instructor-led classes Qualitative feedback from employees about online courses Satisfaction of employees using online courses Length of time an employee stays at the company after completing a training Number of employees getting promoted as a result of completing a training Number of attendees at instructor-led classes Number of online courses completed 55% 54% 45% 34% 26% 24% 17% 17% 17% 19 What are the top ways you measure the success of L&D at your company?
  • 20. Having a limited budget Getting employees to make time for L&D Having a small L&D team Demonstrating ROI Aligning to the company’s overall strategy Building employee awareness of L&D programs Getting executive buy-in Engaging employees during L&D programs 49% 46% 34% 32% 20% 19% 18% 17% 20 L&D top challenges are tied to demonstrating business impact
  • 21. Phases of growth Know where you are, to know where you’re going 21 Predict your organization’s training needs using the Greiner Curve My favorite tool for building a robust L&D strategy is to use the Greiner Curve. You should start building for the next phase now so that your talent is ready when it arrives. Britt Andreatta, PhD Speaker, Consultant, Top LinkedIn Learning Instructor
  • 22. NO W Where are you now and which crisis point is coming? T 22
  • 23. T 23 Founders build org A few ppl wear many hats Informal & spontaneous T = need to bring in professional leaders
  • 24. T 24 New leaders bring new expertise and experience Org continues to expand T = gets too large for top leaders to oversee
  • 25. T 25 Start adding layers to hierarchy Top leaders focus on strategy while day-to-day delegated T = size strains current structure, lots of variance across org
  • 26. T 26 Policies, procedures and processes bring stability Some leaders and talent leave for smaller orgs T = begin “police- ing” lowest common denominator and tie up org in red tape
  • 27. T 27 Move to more agile and scalable methods Hire leaders with EQ and trust their judgment T = hit limit of org’s ability to grow on own
  • 28. T 28 Growth via partnerships, licensing, franchises, M&A Influx of other org’s values, visions, etc. T = eventually dilute culture and need to clarify vision, mission, values and purpose
  • 29. LEADERS/EXECUTIVES MANAGERS EMPLOYEES Which skills and competencies will be needed by your employees, managers and leaders? 29
  • 30. Look at the cost of attrition Show the true cost of disengagement 30 Provide metrics that’ll get your leaders to sit up and take notice Most leaders do not fully appreciate the financial costs of losing top talent or having disengaged employees. I use two key metrics to get leaders to set up and take notice. Britt Andreatta, PhD Speaker, Consultant, Top LinkedIn Learning Instructor
  • 31. TECHNICAL/LEADER-LEVEL EMPLOYEE Annual Salary + Benefits COST TO REPLACE EACH EMPLOYEE $312,000SHRM% X 250% ENTRY-LEVEL EMPLOYEE Annual Salary + Benefits COST TO REPLACE EACH EMPLOYEE $30,000SHRM% X 50% $125,000 $60,000 31 The cost of replacing an employee is 50%–250% of their annual salary + benefits
  • 32. Headcount COST TO REPLACE EACH EMPLOYEE $32,675,700 Disengagement rate x 17.2% # disengaged employees = 641 Median annual salary Gallup % cost of disengagement x 34% Annual cost per disengaged employee = $51,000 $150,000 3,725 32 The cost of disengagemen t Gallup estimates 17.2% of the U.S. workforce is actively disengaged.
  • 33. A communication plan will help to: Progressive L&D professionals are using communication plans as the backbone of their L&D strategy. Todd Dewett, PhD Educator, Professional Speaker, and Top LinkedIn Learning Instructor Recruit and use high performers and successful change agents to act as catalysts in the field. Sell your capabilities with the user in mind. Audit and self correct plans midway through an effort. Keep the base informed using different channels. 33 Develop a tightly executed communication plan
  • 34. Your communication plan should be customized to each of these four audiences: T L B C Team Members Learners Business partners Customers 34 Understand your audience
  • 35. 1 Organizations are investing more in talent development. 2 L&D is a highly varied function, from structure to top objectives. 3 Developing employees is important to executives, but demonstrating business value proves challenging. 4 Proving value to learners is equally important, and proves to be equally challenging. 5 L&D professionals see room for improvement in their own programs. 35 Top 2017 workplace learning trends
  • 36. The average shelf life of skills is less than five years 36
  • 37. at the point of need 52% in the evenings and weekends 47% at their office desk 42% when alerted to updates 30% on the way to and from work 27% 37 When modern learners engage
  • 38. 4 Counterbalances poor managers who don’t provide enough performance coaching 3 Creates opportunities to network with other employees 2 Empowers employees to craft their own career development paths 1 Supports the human need to improve and develop mastery 5 Keeps employees connected to the infrastructure and values of the organization 38 Report value to the individual and the business 5 ways to display value of learning to employees
  • 39. 1 Organizations are investing more in talent development. 2 L&D is a highly varied function, from structure to top objectives. 3 Developing employees is important to executives, but demonstrating business value proves challenging. 4 Proving value to learners is equally important, and proves to be equally challenging. 5 L&D professionals see room for improvement in their own programs. 39 Top 2017 workplace learning trends
  • 40. of L&D professionals surveyed were willing to recommend their own L&D programs to peers. Only 60% have a “seat at the table.” 40 L&D professionals see room for improvement in their own programs
  • 41. Psychological Behavioral Convictional change in understanding Change in actions Revision of belief system 41 Transformative learning
  • 42. In-house instructor-led classes Peer-to-peer coaching Online training/eLearning (created in-house) Online training/eLearning (via external provider) Conferences Certification programs Tuition reimbursement External instructor-led classes Journals, publications, books External coaching Other 78% 61% 58% 49% 49% 42% 39% 38% 30% 26% 3% 42 Instructor-led classes are the No. 1 way L&D professionals train employees
  • 43. Curate modern learning experiences, not just learning programs. A modern learning experience focuses on creating real behavior change. 43 Deliver modern learning experiences to meet expectations from modern learners
  • 44. organizations are starting to incorporate video-based online training into their learning cultures. 44
  • 45. The single biggest driver of business impact is the strength of an organization’s learning culture. 45 Build a culture of learning, one that rewards growth Josh Bersin Principal and Founder Bersin by Deloitte
  • 46. About LinkedIn Learning Solutions At LinkedIn, we believe learning and economic opportunity are intertwined. We champion online learning as a way to build skills, achieve goals, and transform careers. Combining Lynda.com’s 20 years of high-quality, skills- based courses with unique LinkedIn insights from over 467 million professionals, we help people identify and learn the skills they need to succeed. Through individual, corporate, academic and government solutions, members have access to our digital library of over 10,000 expert-led courses in five languages. Together with more than 10,000 organizations and over 4 million professionals, we are helping to create economic opportunity for the global workforce. Visit our website: learning.linkedin.com
  • 47. Explore the entire 2017 Workplace Learning Report Bonus materials Watch this course for a deeper dive on building strategic L&D
  • 48. Questions + Comments Consultant, Speaker, and Top LinkedIn Learning Instructor Britt@BrittAndreatta.com
  • 49. INSIGHTS FROM LINKEDIN’S WORKPLACE LEARNING REPORT: TRENDS, CHALLENGES AND SOLUTIONS Britt Andreatta, PhD Thank you! 2017