complexity in learning - assets1.dxc.technology · 201 brandon hall group. licensed for...

Complexity in LearningFebruary 2019

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© 2019 Brandon Hall Group. Licensed for Distribution by DXC Technology. 2

Complexity in Learning

Table of ContentsIntroduction ................................................................................................. 3

What’s Changing? ........................................................................................ 4

Learning Experience .................................................................................... 6

Case Study - DXC Technology ....................................................................... 7

Authors and Contributor ........................................................................... 12

About Brandon Hall Group ........................................................................ 13



The world of work is quickly changing, and employees require a lifetime of continuous learning to keep pace with that change. Traditional learning approaches cannot keep up with the challenges learning needs to solve, from workforce skills gaps, retaining talent, increasing performance and improving productivity. Learning leaders need to work together and share the same vision in order to successfully engage and prepare their employees for the future of work.

• It is no longer about a single LMS: It’s about implementing a multi-platform, agile methodology where the learner’s experience is the focus.

• Meet the learner where they’re at: Employees do not have as much time as they would like for formal learning. Informal “in-the-flow” work learning is necessary for success.

• Diversity of learning and the employee: Fresh approaches, mobile learning tools and personalized learning paths are needed to improve performance and retain talent.

• Up-skill for the future of work: Workers must build comprehensive skill sets applicable to a variety of roles that will eventually be in high demand.

• Automation’s impact on learning: With the rise of automation, robotics and artificial intelligence, essential human skills, empathy, strategic decision making and ethical thinking will become critical as employees work in tandem with machines.

Introduction



What’s Changing?

• Self-directed and team learning

• Adapted to individuals/change

• Learning on-demand at the point of performance

• Informal learning

• Omni channel

• Learning for individuals

• Standardized learning process

• Learning now – usage in the future (or never)

• Classroom teaching

• Single channel

Traditional

Modern

In-person, instructor-led classroom

eLearning modules

Recorded webinars

Conference calls

Industry conferences/events

Coaching/mentoring

On-the-job exercises

Informal peer-to-peer learning

Video learning

Mobile delivery

Source: 2018 Brandon Hall Group Learning and Development Benchmarking Survey

73%

66%

63%

63%

30%

73%

66%

63%

63%

30%



What will we be using more of?

eLearning modules

Mobile learning delivery

Video learning

Coaching/mentoring

Social collaboration/social learning tools

Online performance support

Informal peer-to-peer learning

Virtual synchronous classrooms

On-the-job exercises

By contrast,

17% of companies

say they will be increasing ILT


60%

57%

57%

55%

47%

46%

45%

43%

40%

Looking forward over the next 12 months or so, many companies are looking to increase their use of informal and experiential learning such as mobile, video, and coaching and mentoring. Only 17% of companies say they will use more in-person instructor-led training over the next year.

While companies are still more likely to employ traditional learning methods like classes and e-learning modules, we are seeing an increase in more informal/experiential modalities to meet the needs of their learners. However, the overall mix of learning is weighted towards the formal, representing an average of 44% of all learning.

Formal: Primarily instructor-led, course-based learning events, as well as published materials and academic institutions.Informal: Learning that takes place in an unscheduled, ad hoc form, typically through peer-to-peer collaboration and social networking.Experiential: On-the-job training, learning by doing, trial and error and observation.


What does the experience look like?

44%

24%

32%



The reality is that the learning is not one specific thing. It is an outcome of content and technology being influenced by relevancy, accessibility and learner engagement. Not only does the technology need to be intuitive and easy to navigate, people must receive learning that is meaningful to their role and interests when and where they need it. The easiest way to ensure that learning is relevant is to align it with business outcomes and required skills. The technology ecosystem is a reflection of those needs, deploying whatever tools are required to create the environment that best delivers the learning experience.

The content required for these types of environments is typically created outside of the traditional analyze, design, deploy, implement, evaluate (ADDIE) model. These modern environments require a more agile approach, allowing for quicker turn-around times and adaptability.

What skills do we have?Learning personas?

Alignment and structure of content

(Content and internal partners)Delivering Technology

Ecosystem(LMS, LXP,

Internal sites, Social)What are we selling?What is hot in the industry?

Impact Measurement(LRS, data warehouse)

Agile!

Identifying the Skills Required by the Business

Aligning to the Business Needs

Delivering Learning at the Point of Need

Content

Technology

LearnerEngagement

LearnerExperience

Relevancy

Accessibility

Learning Delivery Outcomes

Learning Experience



Case Study

DXC Technology At a Glance

$21+ B

60+

#19

250+

~130,000

+70

~6,000

9

10,000+

global IT services leader

years of innovation

years of innovation countriesAgile/DevOps professionals

employees worldwide

partner network with best-of-breed partners16 strategic partners

global IT services leader

streamlined offering families

DXC Technology is an ideal example of a complex learning environment. The global end-to-end IT services company has a workforce of about 130,000 people across more than 70 countries. The company itself has been around a little less than two years. Their business and their organization is very dynamic and continually transforming.



The company created DXC University to manage and deliver a complex array of in-house, third-party, partner, and custom content. The current library contains more than 120,000 items featuring material in more than 20 different languages. The content areas are both broad and deep to meet the needs of the entire workforce, including a large amount of compliance and certification training.



DXC UniversityThe goal of DXC University is to take all the complexity and put it behind a simple-to-navigate, contextual portal that gives learners access to what they need as well as what they want. It allows for easy access to the extensively curated DXC catalogue of material and can quickly direct learners to training from partner platforms including Microsoft, AWS and SAP.

Via this portal, learners can also quickly connect to SABA cloud and Skillport to review learning transcripts, access learning curriculums/guides, courses, books and videos. There is a section that highlights new releases and top-trending learning assets. The platform also capitalizes on a book club, a newsletter, and live events to provide more opportunities in a consumer-friendly way. New versions of DXC University are continually being deployed as the organization adheres to the agile development philosophy and aims to always provide employees with their best learning experience.



When creating a technology ecosystem that reflects a modern learning experience in the midst of a complex business, there are a few key attributes to keep in mind:

• Creation and Unification of Content. With the vast array of content currently available,it becomes critical to pull everything together for the learner, so they do not have to go find what they need on their own.

• Personalization. The platform must include a contextual experience that provides learners with specific opportunities and adapts as their learning path progresses. Playlists and robust search functions help create personalization.

• Flexible Interface. One size does not fit all, so having a platform that can deploy in multiple ways for different groups, including mobile, make it possible to reach a variety of audiences.

• Social Interaction. Playlists have a social element to them. Learners can share with one another, as well as make recommendations and comments. People like to learn from their peers and the platform should facilitate these interactions.

• Data Insights. The learning experience doesn’t mean much if there are no mechanisms in place to measure how well it is impacting business results. Modern learning modalities are generating new forms of data than can provide much deeper insights.



Preparing Employees For The Future of Work

Business Social Networks

Cloud WorkforceEvolution

Mobility

The pace of business is dependent on changes

and consequently by technology.

Employees face increasing challenges keeping their skills up

to date.

One of the main changes brought on by technology is the ability to work from anywhere

using smartphones, tablets, laptops, etc.

With social media and collaborative intranets, people have changed in

both their private and professional

lives. Especially the way they connect

to each other.

The millennials are entering the workplace. They

want to find some aspects of their

personal life at work. Employees need

to own their careers and employability.

The storage and the access to information is made easier. We can

evolve in a secured business environment

with administrative or collaborative

applications.

Employee turnover fell by 50% when employees were given the opportunity to work from home.

(Source : Stanford University study) (Source: Gallup) (Source: Economic Intelligence Unit)

Giving employees the right tools and access to information to do their job drives engagement and increases productivity by 22%.

Companies seen by their employees as supporting mobile technology leads to increases in Productivity (16%), Creativity (18%), Loyalty ( 21%), Satisfaction (23%).



Skip Marshall, HCM Technology Leader of DXC Technology (NYSE: DXC), is responsible for Human Capital Management (HCM) product strategy and solution architecture. He has extensive design, development and deployment experience in instructional programs, enterprise talent management initiatives and the technology infrastructure to support them. Mr. Marshall specializes in designing technology solutions to address complex business issues within the HCM space.

Mike Trusty, Head of Learning at DXC Technology is responsible for all learning and development activities for DXC Technology’s 130,000 employees.Previously Mike was the Director of Global Talent Management for CSC. Before joining CSC, he held multiple positions with Rolls-Roycewith responsibility for talent management, learning, strategic workforce planning, and organizational development.

David Wentworth ([email protected]) wrote this report. He is Principal Learning Analyst at Brandon Hall Group, focusing on all aspects of learning and the technology that supports it. David has been in the human capital field since 2005 and joined Brandon Hall Group as senior learning analyst in early 2012.

Richard Pachter ([email protected]) edited this report. He is the Content Manager at Brandon Hall Group, responsible for editing research assets and other content. He has experience as a journalist, copywriter, editor and marketer, and served as the Miami Herald’s internationally syndicated business books columnist for more than a decade.

Mike Cooke ([email protected]) contributed to this report. He is CEO and Principal HCM Analyst at Brandon Hall Group. Mike has more than 20 years experience in human capital management and the research, software and technology industries. Before running Brandon Hall Group, Mike was co-founder of AC Growth, a research and consulting firm, and VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm in all areas of HCM.

Michael Rochelle ([email protected]) contributed to this report. He is Chief Strategy Officer and Principal HCM Analyst at Brandon Hall Group. Michael leads a wide range of advisory support and strategic engagements for Fortune 1000 and small- to medium-sized organizations as well as leading and emerging solution providers across the HCM industry. Michael has more than 30 years’ experience in HR, IT, sales, marketing, business development, and strategic and financial planning in Fortune 500 and venture-backed start-up organizations.

Emma Bui ([email protected]) is the Graphic Design Associate at Brandon Hall Group. She created the layout and graphics for this report.

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