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The essential keys for unlocking potential
This document discusses strategies for organizations to improve learning and development (L&D) practices based on benchmark data. It finds that top performing L&D organizations are more likely to integrate learning into work, leverage classroom trainers, design for learning transfer, encourage learning from mistakes, position experiences as learning opportunities, and celebrate learning successes. The document also emphasizes that L&D leaders need to continuously learn themselves through external networks to help unlock potential in their organizations.
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The essential keys for unlocking potential
- 1. All content ©2017 Towards Maturity CIC Ltd. Not to be distributed or copied. laura@towardsmaturity.org www.towardsmaturity.org/2016benchmark @LauraOverton @TowardsMaturity Essential Keys For Unlocking Potential productivity time to competency staff retention
- 2. Higher hopes ofsuccess than ever before Integrating learning and work Transforming the transactional Boost PERFORMANCE Cultivate AGILITY Fine-tune PROCESS Improve EFFICIENCY Influence CULTURE
- 3.
- 4. L&D is delivering morebusiness impact today than 5 years ago Lets Vote… Fact Alternative fact
- 5. What are weachieving? Integrating learning and work Transforming the transactional Boost PERFORMANCE 29% achieved Cultivate AGILITY 24% achieved Fine-tune PROCESS 39% achieved Improve EFFICIENCY 41% achieved Influence CULTURE 21% achieved
- 6. What we couldbe achieving… productivity time to competency staff turnover +14% -15% -7%
- 7. People professionals have a critical roleto play If we make smart decisions!
- 8. There’s data andthere’s…
- 9.
- 10. Data that describes Useful for understanding trendsand increasing awareness PAGE 16
- 11. Data that digs deeper Performance analyticsthat allow us to understand relationships and inform decisions Defining Need Understanding Learners Work Context Building Capability Ensuring Engagement Demonstrating Value THE TOP 10% T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS
- 12. 25% 18% 12% 10% 8% 37% 28% 20% 13% 10% 50% 39% 32% 20% 18% 65% 54% 47% 40% 35% 77% 64% 62% 54% 46% Improving Efficiency Fine-tuning Process Boosting Performance Cultivating Agility Influencing Culture Q4 Q3 Q2Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD We know it is an indicator of results Reporting achievement of goals in area
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- 16. The Top Deckinspire us, but how do we get there? Time to break it down… Integrating learning and work Transforming the transactional Boost PERFORMANCE Cultivate AGILITY Fine-tune PROCESS Improve EFFICIENCY Influence CULTURE
- 17.
- 18. High achievers are morelikely to be using these top tools 75% 96% 93% 83% 71% 84%Internal / enterprise information services Internal learning portals Job aids (e.g. checklists, infographics)
- 19. Put more focuson the classroom trainer to support online learning adoption Lets Vote… Start Stop
- 20.
- 21. 44% of staffare positively influenced by their L&D team to engage with online learning Lets Vote… Fact Alternative fact
- 22. Achievers… work with managers 80% expect line managersto take responsibility for their staffs’ development FINE TUNE PROCESS: TACTICS
- 23. Summary Improving Efficiency Leverage classroomtrainers Fine tuning Processes Work with managers
- 24.
- 25. High Achievers are morelikely to be using these top tools 82%Mobile devices Job aids (e.g. checklists, infographics) 87% Communication tools (e.g. Slack, WhatsApp) Sharing applications (e.g. SlideShare, OneDrive) 77% 87%
- 26. Achievers… Design for learning transfer 66% includeactivities that help individuals practice the desired outcome BOOSTING PERFORMANCE: TACTICS
- 27. Achievers… Encourage learning from mistakes 2xlikely to encourage staff to learn from mistakes CULTIVATING AGILITY: TACTICS
- 28. Summary Boosting Performance Design forlearning transfer Cultivating Agility Encourage learning from mistakes
- 29.
- 30. 38% of staffhave the skills to manage their own learning Lets Vote… Fact Alternative fact
- 31. Achievers… position experiences as opportunities tolearn 68% develop challenging stretch-tasks to embed learning INFLUENCING CULTURE: TACTICS
- 32. Achievers… celebrate success 67% communicate learning success toline managers INFLUENCING CULTURE: TACTICS
- 33. Unlocking the Potential ofL&D The place to start…
- 34. 73% of L&Dlearn the skills they need through external networks and professional bodies Lets Vote… Fact Alternative fact
- 35. Achievers… are led by L&Dleaders who learn 94% are active in seeking out new work experiences 81% build personal knowledge networks UNLOCKING POTENTIAL IN L&D: TACTICS
- 36. Page 66 Managing learning PersonalUnderstanding the business problem Design and delivery (technical) Supporting Performance Design and delivery Evaluating impact Skills in place (Rest)Priority skills (All) Skills in place (Top Deck)
- 38. What are yougoing to do differently as a result of today? Lets COMMIT! Start Stop
- 39. All content ©2017 Towards Maturity CIC Ltd. Not to be distributed or copied. laura@towardsmaturity.org www.towardsmaturity.org/2016benchmark@LauraOverton @TowardsMaturity Unlock your Potential… Visit us on stand H24 Free Power Pack to help you unlock potential: resources@towardsmaturity.org
Editor's Notes
- #3 We understand the need to change
- #4 We have an unhealthy preoccupation at this time of year to focus on what is hot, what is not and what is trending.
- #5 Reducing time to competency –steadily increased 2013 13% vs 15% Reach 20% to 27% Productivity 14% Take up indicators % use technology to access non compliance realted learning - doubled over last 4 years As expectations have gone up , Reporting fewer Efficiency benefits cost saving gone down (41% to 36% Reduced time from job 44% to 31% Faster response to changing business circumstances has reduced from 33% to 23% Improving producitivity – 31% over last 5 years Sharing of good practice – 23%, 20% Employee engagement 20% to 20%
- #6 We understand the need to change
- #9 - ' There's Data and there's Data!' - what type do you need to make long term decision on your L&D strategy - Soundbite for TM - 'we are passionate about data that drives performance rather than data that continually describes the status quo'?
- #17 We understand the need to change
- #20 Surprised to see that one of the strongest correlations with improving efficiency through online learning was the role that the classroom trainer played Top deck 87% are doing this vs 24% in the rest of the sample
- #22 Actually only 4% of staff believe that their L&D teams are most likely to encourage them compared to 48% of staff who are influenced by their line manager or directors Source – learning Voice 3
- #32 Actually 62% of L&D people feel that their staff can’t manage their own learning – a real barrier to change However 89% of staff themselves feel they are responsible for managing their own learning
- #36 This is an actual fact Only 55% of learning professionals invest in CPD! It is a concern that 14% said that they don’t know and they leave It up to their staff
- #38 ar
- #40 Surprised to see that one of the strongest correlations with improving efficiency through online learning was the role that the classroom trainer played Top deck 87% are doing this vs 24% in the rest of the sample