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Rebooting Learning and Development
The document discusses the transformation of learning and development (L&D) in response to rapid technological advancements and evolving workforce needs. It highlights the necessity for L&D to adapt strategies that prioritize learner experience, continuous innovation, and alignment with business outcomes. Key themes include the importance of data-driven insights, fostering a culture of continuous learning, and the shift towards a more integrated and personalized approach to education.
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Rebooting Learning and Development
- 2. Learning is changing right beforeour eyes.
- 3.
- 4. Game changing are drivingthe Transformation Disruptions
- 5. What’s At Stake:A Few Billion Dollar Questions… What does Google Duplex mean… Is a traditional learning function even built to respond to these challenges? What does automation mean… What does real-time NPS mean… What does big data mean… …for personalized learning? …for traditional evaluation? …for the future of skills? …for Customer Service or Sales training?
- 6. The Learning andDevelopment REBOOT!
- 7. First Things First PEOPLEremain the heart of Business Enablement 1
- 8. ProcessesPeople Design and Development Strategy Delivery Strategy Measurement and Evaluation Strategy LEARNING STRATEGY MissionVision Technology Partnerships Business Outcomes AND…Learning will remain critical to Enterprise Talent and Culture 2
- 9. Technology Career Trends Culture / Demographics Work Configurations Rapid changesin every aspect of work is resulting in…
- 10. TechnologyRapidly Evolving Average Career (years) Yearsin a single job Time before skills become obsolete (years) 4.5 years 60-70 years ? New Skill Trends 5 years ? Source: 2018 Deloitte Human Capital Trends 1
- 11.
- 12. Rebooting L&D asa Function SCALE TASK-SKILLS CURRENT STATERESPONDING To SCOPE. To CAPABILITIES. To ANTICIPATING. To FUTURE STATE. 3
- 13. Change comes atyou fast! REORIENTATION:
- 14.
- 15. Today’s training WILLNOT prepare tomorrow’s workforce. What our Data told us…
- 16. Evolution of L&D Wherewe’re coming from 1998-2002 2005 2010 2017 2020 Where we must head Source: The Disruption of Digital Learning: Ten Things We Have Learned
- 17. Continual Optimization: Experimentation, Innovation,Integration Expectations Management Enablers Minimum Viable Products (perpetual betas) Learning experience vs. training The right capabilities within L&D Right tools and technology Staying Current with leading trends Fostering culture of innovation, experimentation Trust and Transparency Source: The Disruption of Digital Learning: Ten Things We Have Learned
- 18. Learner Experience: Untethered DigitalLearning does not mean learning on your phone, it means “bringing learning to where employees are.” - Josh Bersin ON THE JOB INFORMAL PEOPLE FORMAL DELIBERATE USER GENERATED SOCIAL MOMENTS • Roles • Competencies • Best Practices • Campus Experiences • Mentors • Coaches • MOOCs • Classrooms • Books • Videos/WBTs • Podcasts • Articles • Employee Generated • Experiences • Micromoments • Media • Apps • Cross-pollination • Exercises, activities, reflections • Simulations THE NEW LEARNER Source: The Disruption of Digital Learning: Ten Things We Have Learned
- 19. L&D Reboot: OurNorth Star ASSESS Current State TECHNOLOGY ROADMAP: Guidelines and processes RESET Partnerships and BUILD ecosystem MEASURE the things that matter and tell the story FOSTER a culture of continuous learning SET a Compelling Vision GAIN Buy-In from all stakeholders
- 20. Measurement and Evaluation Evidence-based •Net Promoter Scores (NPS) • Scrap Learning • Learner Experience
- 21. 1Q18 BUSINESS RESULTSPREDICTED vs REPORTED And the Data Says… “How likely are you to recommend to a colleague or friend?” SCRAP LEARNING RESPONSE RATE NET PROMOTER SCORE (NPS)
- 22. Data Driven Insights Learnersand their Leaders are providing feedback across key business result categories. Industry benchmarks in key metrics provide clear performance targets.
- 23. The Triple Constraint Strategic Alignment Arethe solutions delivering the right business value? Learning Effectiveness Are the solutions building competitive skills and capabilities? Learning Efficiency Are the solutions cost effective and scalable? Business Impact
- 24. Diversified Content and Resources DynamicDelivery Channels for intelligent learning Strategic Partnerships for Technology Enablement Alignment (with the business) Effectiveness (of learning methods) Efficiency (of the L&D function) Collaborative Development The New Learning Ecosystem Emerging tech, demographics and cultural trends Rapidly shifting learner needs Renewed Expectations from L&D
- 25.
Editor's Notes
- #2 Blue Cross NC is the largest health insurer in the state with more than 4,800 employees and more than 3.9 million members, including approximately one million served on behalf of other Blue Plans. Our headquarters is in Chapel Hill and we have major operations in Durham, Winston-Salem, Fayetteville, and Charlotte.
- #3 Learning is ubiquitous and integrated into everything we do. As technology advances, so are the ways in which we learn.
- #4 With more savvy learners, the demand for a learning experience that models how they learn in every other aspect of their life is increasing.
- #5 With the growing presence of AI in the workforce, jobs, skills and capabilities are fundamentally changing: Cultural competence-cross boundary collaboration Work configurations-Job sharing, multi-careers, teleworking, etc Value propositions-Machine learning, big data, etc
- #6 Let’s consider a few transformational impacts on corporate learning: Title source: http://pwcartificialintelligence.com/
- #7 So…while corporate learning has had a great run, I think we can all agree that it is time for a reboot.
- #8 With all this talk about AI some people are afraid that machines will take all of our jobs. Studies show that this is not the case. While many jobs may be rendered obsolete, a fair number of them will fundamentally change. In addition to that, new jobs will continue to emerge. To that point, PEOPLE that embrace continuous learning will continue to be at the heart of successful companies.
- #9 People will need to continuously learn and develop new skills and capabilities, thus the learning organization will need to remain connected, aligned and enabled.
- #12 The skills acquired and applied will be fluid and will change over time as machines are integrated into traditionally manual tasks. Capabilities, however, will be the enabling secret sauce for the new environment.
- #13 Historically, our value was based on getting a lot of people to do a few things well enough. This approach is not ideally suited for economies of scope that need increased flexibility, personalized offerings, faster speed to market, faster responses to changes, and decentralized control over development as self directness takes root as the norm. In most instances, event when we thought we had moved beyond order taking, our value was still predicated on the “ask.” the Traditional learning functions were setup as order-takers. Now more than ever, we need to go beyond the ask with evidence based insights that anticipate emerging trends and inform measurable solutions.
- #14 We had a three year plan that we were proudly executing, however, we failed to continuously calibrate our plans with the voice of the customer, the market trends and the changes in technology.
- #15 As we focused on point of need training and methodically introducing new delivery channels, the changes in the business outpaced the evolution of the learning function.
- #16 For as great as we thought we were, when asked the right questions, we learned that: We are excellent at delivering “exactly” what is being asked of us, but we are lagging in prepared the workforce for the challenges of the future. Whoa! This was unexpected. In one report, the rose colored glasses came off and reality set in. In a nutshell, the pace of change in the business was out pacing the evolution of the learning function.
- #17 Considering where we are and where learning is heading, we have a world of exciting opportunities ahead.
- #18 Stagnation will result in lagging
- #19 As learning becomes more seamlessly integrated into work and life, delivery channels and solutions need to accommodate a “learn anywhere expectation” which means that not all aspects of this framework with sit within the learning function.
- #20 As we shift gears to accelerate into the future state, we have to skillfully manage the existing needs, this will have a steep curve.
- #21 Data will be a the center of all that we do. Our CPO, Fara Palumbo has made analytics an imperative and learning is no exception. Starting with our evaluation practice, we are aspiring to a robust, full integrated solution that tells the talent story with defensible business impacts.
- #22 This is a sample of some of the leading and lagging indicators that inform improvement opportunities. While how the learner feels about the training is still important, quantifiable data is king.
- #23 This is a sample of some of the leading and lagging indicators that inform improvement opportunities. Input from both learner and leader help tell a more complete story of the professional development experience, and in turn, how the learning is applied on the job. Discrepancies, gaps, and alignments across key metrics enable the EL&D team to provide data-driven recommendations for today’s needs while refining solutions to meet tomorrow’s goals.
- #25 We are cultivating a new ecosystem that maximizes partnerships from the outside in.