Learning Leader Symposium - Bersin 6-27-12

Next Generation Learning
and Trends
Onsite Presentation for MACPA / Business Learning Institute

Julie Duda
June 27, 2012

Copyright © 2012 Bersin & Associates. All rights reserved.

Objectives for Today
 Review the challenges facing learning
organizations today and the resulting evolution of
learning strategies.
 Discuss new approaches for development.
 Describe how measurement and evaluation of
learning is changing.
 Summarize the changes need to become a high-
impact learning organization.

Copyright © 2012 Bersin & Associates. All rights reserved. Page 2

What is Training? Myth vs. Reality
WHO ADDRESSES
THIS OTHER STUFF?

All Learning Needs
Traditional
Role
“training”


Do You Remember 2000?

How did L&D work in your
organization?
What were the big challenges?
What kept your org up at night?

When did the World Change? Workplace
750 million people on
The Mobile, Borderless Workplace Facebook
130 million people on
LinkedIn
Peer
1.3 billion mobile phones
Candidate
1.4 million iPads
Customer
Manager Employee 45% of workers are
“contingent”

Partner 75% of workers mobile
Mentor
Consumer-ization of
Business Technology
Contractor


2012 Business Environment
Innovation, globalization, cost containment

What Are Your Organization’s Top Business Challenges for 2012?

© Bersin & Associates, Corporate TalentWatch®
Research, Senior HR and Business Executives, ■ Dec. 2011 ■ May 2011
1/2010


Today’s Talent Challenges
Disruptive
Changing Free Agent Too Many
Specialization
Demographics Economy Candidates


#1 Risk
Loss of Customers

#2 Risk
Talent and Skill
Shortages


The Ill-Prepared US Workforce
 Only 32% of college graduates
have “excellent” skills to enter
the workforce
 Only 16% of high school
graduates have such skills.
Missing are:
• Professionalism/work ethic
• Creativity and Innovation
• Lifelong learning/self-direction
• Critical thinking/problem solving

 Only 18% of workforce training
programs raise skills from
“deficient” to “adequate”


Why L&D?
In 2011…


Top 2011 L&D Challenges


By 2011 HILOs Contribute to Org
Performance in 3 Ways

Skills and Talent / Learning
Competency Capability Culture
Development Development Development

Increasingly, talent needs drive learning programs.


A Traditional Approach
 Some attention
given to before
and after…
 Primary
emphasis and
most resources
Before Intervention After given to
intervention;
 Training
function has
little to no
The Learning Function’s ownership for
Responsibility
the rest.


How Real Corporate Learning Occurs
We need to optimize this
Information in
Support of
Work, 20%
Coaching On
the Job, 70%
Not
just
this

Formal
Training, 10%
Bersin & Associates Research
High Impact Learning Organization 2008


Learning - Where are we headed?


A New Role for L&D
The “Enabler and Facilitator” of Learning

Traditional Modern

Need for Informal Learning
Which learning approaches drive the greatest business value
in your organization?

72% of companies believe
their most valuable
learning approaches
are informal, yet only
30% of resources
are focused here


A Continuous Learning Approach

Learning Environments


The Continuous Learning Model

Expert Continuous Learning
Career Communities
Curriculum of Practice Social
Coaching Networking
Mentoring

E-learning Mobile
courses Learning
Training
Event
Job
Aids

Novice Traditional Training
Time


The Learning Environment
Expanding the Definition of Blended


TELUS
Evolution to Learning 2.0

Tags / Ranking

Social Learning
Learning 1.0 Self-Service & Pull
Structured Learning User Generated
Content Informal Learning
Classroom & Electronic

Top-Down & Push
Learning 2.0
Collaborative & Structured Learning
Centralized Content

Taxonomies Comments / Discussion Real Time +
On Demand
Training Vendor Experts
Community
Scheduled & Planned Experts Google Like Search

Localized Search
Plus Learning 1.0


But do We Know what Really Matters?
Great Corporate Strong CLO and Excellent Use of rich media
University Alignment L&D Skills and social tools

Excellent Training Innovative
and E-Learning program design

Have we created an organization
which truly has a culture to learn?

Does leadership Is expertise Are decision- Do people share
reinforce the need rewarded and making processes information
to learn? valued? clear? openly?

Do people feel Do we take Do people Do we listen
empowered to the time to move around to customers
point out errors? reflect? and take risks? openly?


What About Learning Culture?


Where L&D Measurement Is Today
 Most organizations regularly measure satisfaction
 Some organizations regularly measure impact
 ROI has grown but few measure it regularly
 Many excellent methodologies are now available

 Most continue to struggle with:
• Lack of resources and tools
• Lack of an integrated “business plan” for learning
• Lack of clarity on “what to measure” and “how to communicate”
• How to make measurement actionable and repeatable


What challenges does L&D face?

Bersin & Associates, High-Impact Learning Organization research 2011


Less information
A Process, not a Project collected in a consistent and
regular process is better
than more information
collected once.

Measurement as a Measurement as a
Project Process

20%
Analysis

80%
Analysis

80% Data Capture 20% Data Capture


®
Impact Measurement Framework
© Bersin & Associates

1 Satisfaction 2 Learning

3 4 5 6 7
Adoption Utility Efficiency Alignment Attainment
Did you reach the How well do programs
solve the workforce’s How efficient and How well were How well did you
desired audience?
particular problems? cost-effective program business meet specifically
Did they complete or
How well did it align How did it compare priorities defined? defined client
comply as desired?
to the specific job-related to other similar programs How well did business (business user
Who did not comply
problems and issues? or competitive programs? units buy off on the or customer) objectives?
and why? Would learners recommend How well did it use value of this program These may be
this program to their peers? learner’s time? revenue, time to
relative to
other investments? market, compliance,
time to complete, etc.

10 Contribution 11 Feedback

13 Activity
Individual Performance Organizational Performance
Indicators asked of learners and managers to gauge General business measures or HR measures which are
performance improvements. already captured in the organization (ie. engagement,
8 Specific operational measures identified in the 9 retention). Special surveys can be used to determine
performance consulting process. indicators using the “wisdom of crowds.”


Criteria for an Effective
Measurement Process
1. Is it easy to understand and implement?
2. Does it deliver reliable and credible information?
3. Does it deliver actionable information?
4. Is it inexpensive to operate and maintain?
5. Is it flexible to implement and change over time?
6. Is it relevant to your organization’s specific strategies?

Does it represent your training goals and processes?


Modern Enterprise Learning Index
A New Set of Measures

 An Aggregate Index of 10
Indicators of Corporate
L&D’s readiness/capacity to
support learning agility and
thrive in the face of
transformative change (the
L&D 10).

 5 Internal Indicators of
Org’s Capacity for the
Approaches/Disciplines/Te
chs of Modern L&D

 5 External Indicators of
Org’s Agility – Ability to
remain in Alignment with
Modern Biz
Modern L&D Research, © Bersin, 2009, 798 respondents, www.bersin.com


MAX Components & Features

One place for everyone in the firm to access
development that drives business results
•Entry Point for All Roles •Leverage metrics to Drive •Live, Interactive
•Program Decision Making Classroom without Travel
Registration, Access & •Producer Profile Expense
Reporting Capability •Breakout Rooms
•PDG Historical •Nov 2009 •Record & Playback
Development & Sessions
Designation Transcript •July 2009
•July 2009
Development Instructor Led
Analytics
Highway Virtual Classroom

•Self-Paced eLearning •Communities of Practice •Skills/Competency and
Courses •Discussion Forums Performance
•Program Materials •Collaborative Knowledge Management
(PDF, Audio) Sharing •Development Planning
•2009-2010+ •2010 •Bench Development &
Succession Planning
•2010+

Independent Online
Talent
Study Communities

31

Summary
1. To drive the greatest business value, focus on
building a learning environment that includes formal
and informal learning approaches.
2. Become facilitators and enablers of learning.
3. Rethink traditional approaches to design and
development by viewing learning as a continuous
process and not a series of events.
4. Be accountable to talent needs.
5. Cultivate a learning culture.
6. Master measurement.


Learning Leader Symposium - Bersin 6-27-12

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