10 Hidden Secrets of Top Performing L&D Teams
@LauraOverton
Las Vegas, NV | September 30 2015
Today’s L&D professionals want more.
INCREASINGPERFORMANCE GAP
87% wanted change74% wanted change
51% reported benefits31% reported benefits
What is stopping us from achieving our goals?
20142010
87% wanted change 2014
31% reported benefits
How do we stay ahead
of the game?
2014
87% wanted change 2014
31% reported benefits
Learn from those who areahead of us!
How do we stay ahead
of the game?
2014
An evidence-based
approach to modernising
learning
12 years of research4,400 L&D leaders
55+ countries18,000 learners
1.5 million data points every year
10 Hidden Secrets of Top Performing L&D Teams
@LauraOverton
(Those scoring in the top 10% of the Towards Maturity
Benchmark)
1. DATA-DRIVEN DECISIONS
Top Performers
3xmore likely to use benchmarking as
a performance improvement tool
1. DATA-DRIVEN DECISIONS
Who is reporting the
best L&D outcomes?
What are they doing
differently?T O W A R D S M A T U R I T Y I N D E X
TOPDECK
TOP LEARNING ORGANISATIONS
THE TOP DECK (10%)Introduced in 2014
THE ART OF BENCHMARKING
2xrevenue
improvements
50%improvement
on attrition
25%increase in staff
engagementImproved application
of learning in the workplace
Faster response to changing
business conditions
Increased productivity
on the job
TOP DECK Average
TOPDECK
BENCHMARKING IS ABOUT
PERFORMANCE
1. Our organisation encourages and makes time for reflection
2. We identify key business metrics that we want to improve in partnership with senior managers
3. We blend different technologies in design including social media for collaboration
4. We help staff define their own personal learning strategies
5. We publicise the successes of individuals
Review
Try this out – where do you stand?
LauraOvertonTowardsMaturity #LTSF15
Top Performers
3xas likely to make time
for reflection(58% vs 20%)
2. MAKE TIME TO REFLECT
82%Identify business KPI’s that
they want to improve in partnership
with snr management
(32% average)
3. FOCUS ON SPECIFIC RESULTS
Gaining Market Share17% rise in customer satisfaction10% improvement in revenue
Talent9% reduction in attrition
17% improvement in engagement14% improvement in productivity12% reduction in time to competency
Delivering New Products & ServicesChange new products & services 23% fasterRoll out new IT applications 26% faster
& improve efficiency!17% Cost reduction+21% Volume- 22% Delivery time - 20% Study time
What can learning
innovation bring to
the table?
Top Deck L&D teams are
3xas likely to be proactive in
understanding what staff need to do their job
4. CONSUMER-DRIVEN
LauraOvertonTowardsMaturity
TOP 10 LEARNER PRIORITIES
Rated as essential or highly useful methods for learning what they need for their job:
1. 91% team collaboration 2. 81% manager support 3. 73% web search4. 83% conversations / meetings5. 67% support from mentor / coach /
buddy6. 64% formal education course7. 55% internal company documents8. 52% internal networks /
communities9. 50% mobile10. 49% live online learning /
47% self-paced e-learning
Statistics taken from the whole sample of 5,700 learners© Towards Maturity 2015, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2
How do staff learn what they need to do their
job?
The sample shows few significant generational differences, with older and younger both showing similar rankings when rating the usefulness of online, face to face and collaborative practices for learning – however, these findings caught our eye…
“The online learning available at my company isn't very easy to locate. I also find that having
only been in my role for a year, there isn't much information made available advising on
where to start, support available, or who to approach with
questions.” (under 30)
“The majority of the online training that I have been required to take is ‘one size fits most’ - it’s not appropriate for a member of staff with over 30 years’ experience. Completing is simply a box ticking exercise, and I gain nothing from it.” (over 50)
“I’ve worked for this firm for 15 years. In that time, IT and learning has improved significantly; both in design and the ability to find what
you are looking for.” (over 50)
“I strongly think encouragement from your own management to learn and develop (discuss about objectives)
is crucial. Otherwise people won't be able to find relevant learning tools useful and practical.” (under 30)
64%UNDER 30’S ARE
LOOKING FOR PROFESSIONAL
RECOGNITION FROM LEARNING
Few Generational Differences42%58%
Motivated by technology that helps me share
70%84%Willing to share what I know with my peers
Willingness to collaborate
29%16%Poor use of technology
29%45%Cant find what I need
Barriers to Learning
35%On the way to/from work
62% 50% 37%Evenings & weekends
When are they learning? 61% 27%Just for me; I like to learn
64% 22%To obtain certification
26% 42%To increase productivity
15% 3%To compete
with colleagues
Motivation for learning
21-30
Over 50
© Towards Maturity 2015, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2
1/3 are not willing to use their own mobiles for learning as they
want to keep work and personal life separate(regardless of age)
56% of leaders agree they learn travelling to and from work
27% of L&D agree that technology is used to support the
way that they develop leaders
96% of new starters agree that team collaboration is essential for them to learn what they need
20% of L&D agree that staff know how to productively connect
and share knowledge
49% of staff agree their line managers expect them to apply learning after they have completed a course
18% of L&D agree they equip line managers with resources to help their teams get the most
from learning
75% of staff turn to online learning to help them do their job better and faster
47% of L&D agree that their initiatives are delivered in TIME to
meet the needs of business
LEARNER PERSPECTIVE L&
D PE
RSPE
CTIV
E
600 L&D leaders, Modernising Learning: Delivering Results: www.towardsmaturity.org/2014benchmark© Towards Maturity 2015
5,700 learners, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2
To what extent are we consumer-driven?
2x as likely to
encourage staff to define their own personal learning strategies(73% vs 35%av) 5. HELP STAFF
LEARN HOW TO LEARN
72%provide
ongoing CPD opportunities for L&D staff
6. TRAIN HARD
Investing in tomorrow’s skills, today
Business planning
Delivery via virtual classroom
Instructional design
Marketing and stakeholder engagement
Digital content development
Using social media effectively
Online or blended learning delivery
Supporting learners online
Programme evaluation
87%
89%
89%
91%
91%
93%
96%
96%
96%
47%
34%
49%
42%
31%
15%
47%
36%
41%
79%
56%
68%
70%
44%
50%
81%
71%
70%
Current skills in house (top Deck) Current skills in house (avg) Considered a priority
2x User generated External video
BlogsCuration
Content in the cloudBadges
4xAs likely to
Blend use of technologies including social for collaboration(85% vs 21%)
7. THINK DIGITALLY LATERALLY
97%of top
performers agree learning
initiatives support the
skills the business needs
(60% on average)
“HAVE NOTHING IN THEIR HOMES THAT THEY DO NOT KNOW TO BE
USEFUL OR BELIEVE TO BE BEAUTIFUL.”
~ WILLIAM MORRIS
88%consider the
course as only one of the options for
building performance
8. UNCONSTRAINED CREATIVITY
2xmore likely to communicate successes to
managers
4xmore likely to
share individual
success stories(58% vs 15%)
9. PUT ON A SHOW
100%
of top performers
walk the walk vs.
talking the talk
10. GET STUCK IN
We know what to do,
but we don’t
always do it
1 2 3 4 5 6 70%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
The course is not the only option
2010 15 14 15
10 Hidden Secrets of Top Performing L&D
Teams:1. Data-driven decisions2. Make time to reflect
3. Focus on specific results4. Consumer driven
5. Help staff learn how to learn6. Train Hard
7. Think digitally Laterally8. Unconstrained Creativity
9. Put on a show10. Get stuck in!
What are you going to
do differently as a result of
today?
Next Steps
www.towardsmaturity.org/devlearn15
[email protected] Vegas, NV | September 30 – October 2, 2015
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Towards Maturity is a benchmarking practice that provides authoritative research and expert consultancy services to help assess and improve the effectiveness and
consistency of L&D performance within organisations. It leverages the data gathered from the largest learning and development benchmark in Europe.
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