About the Webinar: Learning is pivotal to stay in business and keep scaling. As an HR and learning professional, one of your biggest concerns is likely to be about aligning learning needs to address business challenges. So how do you go about it? Tune into our exclusive webinar and get the insights. What role does learning play in this context? What can the learning and HR functions do to better interface with the business? How can leaders drive learning agility in their organizations? How do you as a learning or HR professional measure the impact of learning initiatives? Hosted by Hari T.N, Head HR Bigbasket and Subramanian Kalpathi, Senior Director at KNOLSKAPE

1. Capability building for a digital first workforce
Rajiv Jayaraman
CEO, KNOLSKAPE
@rajiv_jayaraman

2. • Bridging the outcome gap – Key Findings
• Insights from Hari T.N. and Big Basket
Agenda

3. • Studied at IIT Madras and IIM Calcutta
• The first eleven years in various engineering and project-management roles,
and
• The next seventeen years in Human Resources
• Part of the Management Team at multiple start-ups/scale-ups and helped
shape four successful exits in different industries:
• Daksh – A BPO Company acquired by IBM
• Virtusa – An IT Services Company that listed on NASDAQ
• Amba Research – An Investment Research Company acquired by
Moodys
• TaxiForSure – A Taxi Aggregation Company that merged with Ola
• BigBasket – Independent
• Passionate about solving problems and building organizations for scale
• Clear thinking and relentless execution
• Mentor to entrepreneurs
• Author of 2 books, with 3rd in the pipeline
About our guest speaker

4. Bridging the Outcome Gap
Key Findings and Insights from the L&D study

5. Given this reality, we
at KNOLSKAPE rolled
out a comprehensive
survey for L&D
leaders
on Bridging the
outcome gap:
Aligning learning
needs to business
requirements.
Business
services
Banking
Financial
Services
Insurance Pharma Consulting
GICs Engineering Conglomerate Infrastructure Retail Diary products
Technology IT Telecom Media Oil & Gas Energy
Hypothesis and Coverage
Over a decade ago, the world watched in disbelief as the financial meltdown
fundamentally altered the business landscape. The need to “do more with less” is
still well entrenched in many businesses. Business leaders are constantly on the
lookout for methods to optimize available resources, and maximize value.
We garnered responses from 52 organizations across India, APAC and UAE

6. Learning Strategy and TNI

7. L&D Leaders recognize the need to align learning needs to business
requirements
Leaders believe that when the Training Need Analysis (TNI) is
crafted, inputs of key business stakeholders are taken into
consideration.
Of respondents believe their
organization's learning and
development plan is in line with
their firm strategy.
Up to
86%
Up to
78%
Leaders believe their learning
strategy is responsive to changes
in the external environment.
Only
65%

8. However leadership buy-in may be largely missing
Only 56%
Of respondents agree that
the L&D function is viewed
as a strategic arm of the
organization and not merely
a cost-center.
Of respondents believe that
leaders in their firms understand
how training delivers intended
business outcomes.
Just 65%

9. Link to performance
L&D team capabilities

10. Of leaders feel that learning
interventions at their
organization help employees
fulfill their current KPIs.
Just 59%
Link to current and future KPIs needed
Of respondents encourage
employees to take up stretch
projects and assignments to get
them future ready.
About 62%

11. Of respondents feel their L&D
team can anticipate the training
that may be required to meet the
future demands of the business.
However, only
There is a gap in L&D team capabilities
Up to
67%
Of respondents feel the L&D team can state the
financial performance of their company and how
this has altered over the past three years.
44%
Further,
Of respondents feel the L&D team has done a
SWOT analysis of their business model.40%

12. Measuring Learning Impact

13. 65%
Of leaders believe that they frequently utilize the 70-20-10
model to drive learning in their organization.
Learning impact measurement needs a leg up
Of respondents measure up to
level 3 (behavior) of Kirkpatrick’s
model
Only 28%
Further, And,
Of respondents measure up to
level 4 (results) of Kirkpatrick’s
model
Only 17%

14. • Firms understand the need to
align learning needs to business
requirements
• Inputs of key stakeholders are
taken into consideration during
the TNI
• Organizations have targeted
learning initiatives for high
potentials
• Leadership buy-in may not always
exist
• L&D team may need to
understand needs of the business
better
• Only a handful of organizations
measure learning impact at Level
4 of the Kirkpatrick model
Summary

15. Leadership
› 4 foundational journeys
› 2 specializedjourneys
› 30+ workshops
› 15 self paced courses (powered
by CrossKnowledge)
Digital BLURTM
› Assessments
› Awareness workshops
› Strategy
› Execution
› Leadership
Development
Solutions
Workplace inventory tool
› Talent Acquisition
› Talent Development
› Employee Engagement
› Succession Planning
› Career guidance
Solution categories
› Assessment centers
› Eligibility-suitability
› Enjoyment Performance
› Paradox Technology
Assessment
Solutions
Gamified Learning & Assessments Platform
Our Solutions
› Classroom
› Live virtual
› Self-paced
› Mobile
› Video
Integrated Path-to-
performance, by
CrossKnowledge
Blended Learning
8 Business Simulations
› Contextual leadership,
Influencingand change
management, business acumen,
coaching, trust & collaboration,
managerial effectiveness, sales
processmanagement, team
management
Business
Simulations

16. KNOLSKAPE Offices
KNOLSKAPE Partner
locations & facilitator
networks
Fastest growing company in Experiential Learning & Assessments
300+ Customers, 22 Countries, 50,000 learners per year

17. To participate in the study:
Knol.ly/learning
Our coordinates:
hari.tn@bigbasket.com
subramanian.k@knolskape.com
For more info, visit https://knolskape.com