Uploaded byLaura Overton
Unlocking Potential: Releasing the potential of the business and its people through learning
The 2016-17 learning benchmark report highlights the challenges modern organizations face in adapting learning and development (L&D) strategies to meet the needs of today's workforce. The report emphasizes the importance of utilizing digital tools, fostering collaboration, and integrating learning into the workflow to enhance productivity and agility. It also identifies key tactics for improving efficiency and effectiveness within L&D, stressing the significance of continuous adaptation and culture influence in driving successful outcomes.
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Unlocking Potential: Releasing the potential of the business and its people through learning
- 1. 2016-17 Learning BenchmarkReport All content © 2015 Towards Maturity CIC Ltd. Not to be distributed or copied. laura@towardsmaturity.org www.towardsmaturity.org/2016benchmark @LauraOverton @TowardsMaturity
- 2. COMPETITIONCUSTOMERS Organisations today areunder pressure
- 3. What does amodern day learning organisation need to look like?
- 4. COST-CENTRE DISRUPTIVE DIGITAL TALENT The reality oflearning today!
- 5. The reality oflearning for modern workers
- 6. © Towards Maturity2015, Learner Voice Part 3: www.towardsmaturity.org/learnervoice3 How do knowledge workers learn what they need to do their job? 86% team collaboration 82% conversations / meetings 58% support from mentor / coach / buddy 42% internal networks / communities 78% manager support 70% web search 45% online performance support tools 49% Job aids and checklists 57% classroom courses 47% self-paced e-learning 39% Live online learning 18% games and simulations FORMALSOCIALWORK
- 7. 91% of staff liketo be able to learn at their own pace
- 8. 80% are willing toshare what they know with peers 18% overall need help getting started 87% 84% 76% 71% 69% 21-30 31-40 41-50 51-60 Over 60
- 9. 61% of staff are motivatedby using technologies that allow them to network and learn with others 73% 64% 58% 40% 45% 21-30 31-40 41-50 51-60 Over 60
- 10. 48% of staff use their personalmobile to access work related learning apps
- 11. How does traditionalL&D need to adapt to meet the needs of the modern learner?
- 13. Looking around theglobe for inspiration Learning Landscape
- 14. 98% improve quality 93%increase volume 87% reduce cost DIGITAL TALENT L&D want to improve efficiency: more for less MORE PEOPLE LESS COST
- 15. DIGITAL TALENT L&D want tofine-tune processes REDUCE TIME AWAY FROM JOB & SPEED UP IMPLEMENTATION OF NEW SYSTEMS 88%
- 16. INCREASE PRODUCTIVITY REDUCE TIMETO COMPETENCY DIGITAL TALENT L&D want to boost performance 95%
- 17. PROVIDE A FASTERRESPONSE TO CHANGING BUSINESS CONDITIONS 95% DIGITAL TALENT L&D want to cultivate agility
- 18. DIGITAL TALENT L&D want toinfluence culture 98% WANT TO INCREASE THE SHARING OF GOOD PRACTICE 94% WANT TO IMPROVE TALENT RETENTION STRATEGIES
- 19. “A learning organisationis a group of people working together collectively to enhance their capabilities to create results they really care about.” Peter Senge, author of The Fifth Discipline DIGITAL TALENT The Learning Organisation
- 20. 14% Productivity increase 24% Faster rolloutof change 18% Improvement in customer satisfaction 15% Improvement in speed to competency LEARNING INNOVATION DELIVERS WHAT THE C-SUITE REALLY CARES ABOUT www.towardsmaturity.org/c-suite2016
- 21. Building the newLearning Organisation Integrating learning and work Transforming the transactional Boost PERFORMANCE Cultivate AGILITY Fine-tune PROCESS Improve EFFICIENCY Influence CULTURE
- 22. We still havealong way to go 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
- 23. People professionals have acritical role to play in the transition What is stopping us?
- 24. What is stopping us? Lackof: Skill Attitude Knowledge Money
- 25. The danger ofthe silver bullet
- 26. There’s data andthere’s
- 27. Data that describes Useful for understanding trendsand increasing awareness See PAGE 16
- 28. 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
- 29. The Top Deckprovide a glimpse of how to become a ‘learning organisation’ more likely to report that their modernised learning strategy is delivering: > Improved capability of the organisation to solve problems more likely to report: > Ability to respond faster to changing business conditions > Increased ongoing sharing of good practice > Integration of learning into the workflow more likely to report they have: > Facilitated new ways of working > Increased in self-directed learning > Reduced time to competency > Driven business innovation When compared to those in the bottom quartile, those in the Top Deck are: 11x 7x 6x
- 30. 61% ARE FAILINGTO ACHIEVE ANY OF THE 5 OUTCOMES The reality: we’re still delivering organisational learning DIGITAL TALENT
- 32.
- 33. 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
- 34.
- 35. 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)
- 36.
- 37.
- 38. Achievers… analyse the problem 76% analyse thebusiness problems before recommending a solution FINE TUNE PROCESS: TACTICS
- 39. Achievers… work with managers 80% expect linemanagers to take responsibility for their staffs’ development FINE TUNE PROCESS: TACTICS
- 40. Summary Improving Efficiency Regularly reviewprogrammes Leverage classroom trainers Fine tuning Processes Analyse the problem first Work with managers
- 41.
- 42. 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%
- 43. Achievers… Responding at the speedof work 71% agree learning is delivered in time to meet the needs of business BOOSTING PERFORMANCE: TACTICS
- 44. Achievers… Design for learning transfer 66% includeactivities that help individuals practice the desired outcome BOOSTING PERFORMANCE: TACTICS
- 45. Achievers… Don’t box staff in 2xlikely to proactively understand how staff learn CULTIVATING AGILITY: TACTICS
- 46. Achievers… Encourage learning from mistakes 2x likely toencourage staff to learn from mistakes CULTIVATING AGILITY: TACTICS
- 47. Summary Boosting Performance Respond atthe speed of work Design for learning transfer Cultivating Agility Don’t box staff in, listen! Encourage learning from mistak
- 48.
- 49. High Achievers are morelikely to be using these top tools Influencing Culture: Tools User Generated Content 2x as likely Podcasts 2x as likely Curation tools/feeds 2x as likely Figure 28: Exploring emerging technologies in a learningcontext Culture influencers Non-achievers Looking at wearable technologies as part of learning 14% 11%11% 7% 5% Starting with augmented / virtual reality Using artificial intelligence tools (e.g. Intelligent Tutoring Systems, virtual assistants) 19%
- 50. Achievers… create the link betweenlearning and business 81% agree their people know how work is linked to org. performance INFLUENCING CULTURE: TACTICS
- 51. Achievers… position experiences as opportunities to learn 68% developchallenging stretch-tasks to embed learning INFLUENCING CULTURE: TACTICS
- 52. Achievers… celebrate success 67% communicate learning success to linemanagers INFLUENCING CULTURE: TACTICS
- 53. Summary • Create thelink between learning and business • Position experiences as opportunities to learn • Celebrate success Influencing Culture
- 55. Unlocking the Potential ofL&D The place to start…
- 56. What do weneed to do for ourselves before we can help others?
- 57. Priority skills formodern L&D teams “LEARNING AND DEVELOPMENT” Managing learning Personal Understanding the business problem Design and delivery (technical) Supporting Performance Design and delivery Evaluating impact
- 58. 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)
- 59. 70 experience 20 social 10 formal 2x likely toencourage L&D staff to keep reflective learning logs 50% more likely to encourage L&D to spend time in operational areas of business 50% more likely to encourage L&D staff to develop external learning networks 60% more likely to offer professional CPD and qualifications The Top Deck are building L&D skills
- 60. 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 x3 x5 x6 Q4 Q3 Q2Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Who is leading these teams? The Top Deck teams are delivering x3 x5 % Reporting achievement of goals in each outcome
- 61. Top Deck teams… areled by L&D leaders 71% are lead by those with an L&D background, rather than HR or business
- 62. Achievers… are led byL&D leaders who learn 94% are active in seeking out new work experiences 81% build personal knowledge networks
- 63. Achievers… leverage their network 2x likely towork with steering groups, managers, trainers, users, SMEs in learning design, providers & peers
- 65. Integrating learning andwork Transforming the transactional Boost PERFORMANCE Cultivate AGILITY Fine-tune PROCESS Improve EFFICIENCY Influence CULTURE
- 66. www.towardsmaturity.org/2016benchmark Pick your keytoday- what are you going to do differently as a result of today?
- 67. Thanks to ourAmbassadors for making this programme possible
- 68. Resources@towardsmaturity.org Email for yourresource pack
Editor's Notes
- #2 How to go with the flow – tap into the way that modern workers learn How to improve the employee experience How to build business buy in
- #8 For all ages
- #11 For all ages
- #21 Organisational (External complexity forces) ► Growing in a complex world ► Managing the demands of over-regulation Organisational (Internal complexity forces) ► Driving digital and the need for a new business model ► Investing in intelligent data analytics People (External complexity forces) ► Continually innovating and exceeding the customer experience ► Addressing major talent and capability gaps People (Internal complexity forces) ► Leveraging value from more demanding employees ► Unleashing the power of people 41% of CEOs anticipate that their company will be significantly transformed over the next 3 years. That number has risen significantly from the 2015 survey, in which 29% of CEOs held that opinion.6 There has never been a more critical time for the C-suite to demand more from their business leaders and people professionals.
- #22 We understand the need to change
- #23 We understand the need to change
- #24 Skill- 62% lack of skills amongst staff to manage own learning, 59% lack of skills in L&D to implement & manage new learning Attitude- 58% reluctance of line managers to encourage new ways of learning Knowledge- 54% L&D lack knowledge about potential use and implementation of technology Money- 66% cost of development
- #25 Skill- 62% lack of skills amongst staff to manage own learning, 59% lack of skills in L&D to implement & manage new learning Attitude- 58% reluctance of line managers to encourage new ways of learning Knowledge- 54% L&D lack knowledge about potential use and implementation of technology Money- 66% cost of development
- #27 - ' There's Data and there's Data!' - what type do you need to make long term decision on your L&D strategy - 'we are passionate about data that drives performance rather than data that continually describes the status quo' Evidence-based decision-making
- #30 Main message: it is clear - L&D leaders around the globe see their role in the future as an enabler of self-sustaining learning culture that builds business performance and agility. They have something to teach us. The Top Deck are shifting from organisational learning to building a ‘learning organisation’
- #34 We understand the need to change
- #57 Skill- 62% lack of skills amongst staff to manage own learning, 59% lack of skills in L&D to implement & manage new learning Attitude- 58% reluctance of line managers to encourage new ways of learning Knowledge- 54% L&D lack knowledge about potential use and implementation of technology Money- 66% cost of development
- #58 ar
- #59 ar