Presentation delivered by Heidi Hattendorf, Director, Talent Development, Motorola Solutions at the marcus evans CLTD Summit 2016 held in Palm Beach, FL

1. The Business Impact of
Learning & Development
Heidi Hattendorf
Motorola Solutions
Director, Business Strategy & Operations

2. Key Topics
• Common approach - value creation
• Setting expectations – how has that changed
• Best practices used to quantifiably assess talent to
drive business decisions
• Demonstrating clear business impact

3. How is Learning Organized Today?
• CLO Model – all under one roof
• Federated model – decentralized (could be by
function or by business)
• HR hosts Learning w/ alliances to businesses;
Customer / External Learning with the Business
• Hybrid & other – different flavors in between

4. Learning Model Linked to Business Priorities
• Transformation – skill set change across the
org = need for scale
• Speed – need to change quickly and up skill –
eg technology or new regulations
• Growth – new markets or core competencies;
new talent/onboarding
• Cost savings / efficiencies – new methodologies
• Turnaround – specific initiatives for business
improvement

5. • Move from Classroom to blended
• Structured to combination formal/informal
• Timed vs on-demand
• Customized/developed in house to include off the shelf
& Employee Generated/recorded
• Days to Bite sized, modular, short
• ‘Sage on Stage’ to Peer to Peer/ Cohort
• Push of content vs platform/pull
Driving Expectations
Call out the change in how we learn

6. • Not all Learning happens through the Learning team
• What needs to be consistent, centralized and vetted
– Tools, LMS, Portals
– Transformational topics – business game changers
– Company specific knowledge or mandatory
• Where can we empower the business?
– Employee Generated content – video
– SME driven
– Functional specific
Driving Expectations
Form a Partnership with the Business

7. • 1:1 Dialogues
• Talent Reviews
• 360 Feedback
• HiPo programs
• Open discussions, coffee talks/let’s chat
• Mentoring
Assessing Talent
Qualitative

8. Assessing Talent
Quantitative
• Performance Ratings
– Friend or Foe
– Differentiation of pay
– The collaborative work environment
• Engagement measures
• Retention
• L&D Programs / Stats – consistency, scale
• Maturity assessments
• Business results

9. • What are we measuring – how are we
defining success?
• How have the stakeholders changed?
• Roles of the LMS / Systems /Processes – not
letting the tail wag the dog
• Shared success across the business
• Updating the expectations of employees, HR
Business partners and business leaders
• How we Learn & Develop today
Clear Business Impact for L&D
Demonstrating the impact

10. Summary from 2016 Deloitte
Human Capital Trends Report
TODAY / TRANSITIONAL EVOLVING TO
Learning corporate program based w/
L&D Content and L&D experts
Learning is an experience sourced from internal
business, L&D and external experts
Catalog of courses; Learning
Management System (LMS) centric
Portals, websites serving up access to videos,
content, articles; Search & Curation
Experts push training Employees pull Learning
Lecture based, top down; learn specific
skills
Experiential, workshop based, interactive and
working on real business problems
Detailed competency models Frameworks outlining broad capabilities
L&D plays a lead role in what a person
learns and focuses on; traditional 70-20-10
model
L&D is more of a supporting and enabling
role with greater focus on blend of internal,
external and self-directed
Mirrored a world of top-down,
hierarchy and single information sources
Adapts to a world of continuous learning,
collaborative teams, social communications
Excerpts from 2016 Human Capital Trends Report; Bersin, Deloitte

11. Business Impact Mindset Shift
Traditional Measurements in L&D - examples
• Detailed level 1 surveys about a course
• Consumption – which classes are being taken, participation to prove value
• Detailed Learning plans by Department
• Spend on Learning in the LMS and internally driven content
Modified Measurements - but opportunity for ‘bigger business case’
• Shorter level 1 – ‘rate your ride/Uber’ or ‘would you recommend’
• Consumption as a driver for cancellation and move towards online
• Learning plans for silos shift towards Learning Paths, curated streams
• Spend and Business Case on Learning includes all Learning related with
an overview and recommendations by L&D as a work partner

12. The Bigger Business Case
• Continue to measure modified approach
– Short, edgy questions & adapt based on feedback
– Focus on Learning paths: tie teams together and cross-train
• Think out of the L&D Swim Lane – Be in the Business
– What are the top priorities for the business – recommend L&D role to achieve
– What capabilities does this team need to get to be competitive over the next 3
years (eg. Data science or groups like HiPos)
– Revisit need of Learning solution vs communication, management responsibility
• Rebrand as the Talent Development business partner
– Use the language of the business (growth, results vs LMS, courses)
– Let go of trying to control all things Learning; add value to the business
– Embrace continuous learning and unleash

13. Summary
• Embrace L&D’s changing role
• Critical capabilities needed in by the business more than ever
• Align closer to stakeholders to jointly assess needs
• Find more business partners within the business
• One approach does not fit all - adapt
Change the game: bigger ‘measure’ of success