leo hosts toward's maturity: modernising learning

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Modernising learning -

using the evidence

Piers LeaChief Strategy Officer – LEO

Laura OvertonManaging Director – Towards Maturity

LauraOvertonTowardsMaturity www.towardsmaturity.org/2014benchmark

Business Transformation Through Learning Innovation


MODERNISING LEARNING: DELIVERING RESULTS

Feedback from participants on the day is included in grey boxes throughout this slide deck


10 years of research

3,500 L&D leaders

44+ countries

1.5m data points every year

= An evidence-based approach to modernising learning


ARE TODAY'S CORPORATE

LEARNING STRATEGIES

KEEPING UP WITH THE PACE

OF CHANGE?



WHAT HAS BROUGHT YOU HERE

TODAY?


TODAY’S AGENDA

Progress update

Evidence based learning

11.00 coffee

Building a business case for change

A roadmap for modernising learning

New models of learning

Boosting agility

Lessons from the learning leaders

1.15 - Lunch

600 L&D leadersall sectors74% decision makers44 countries% multinational

5000+ learners

private and public sectors

ACTION PLAN

+

=

YOU+


WHAT DOES A MODERNISED

LEARNING STRATEGY LOOK

LIKE?


• Aligned• Workflow• Simplified• Holistic• Personalised• Continuing professional experience• Impact vs activity• Recognition of the informal• Methods and media• Just in time• Technology• Flexible• Culture• Mirror external behaviour


MODERNISED LEARNING STRATEGY

For

Less

Delivering

more

Modernise[moh-der-nize]

Verb: adapt (something) to modern

needs or habits, typically by

installing modern equipment or

adopting modern ideas or methods.

Outputs Responsiveness Learning support

where needed Technology


Sneak previewLaunch 6th November


ABOUT BENCHMARKING


TM Index

Exploring effective practices of the topperforming learning organisations

New for 2014 the top 10%


NEW MODELS OF LEARNING

IntegrateLearning& Talent

DevelopLearningCulture

TransformTraining

ALIGNING TO NEED

CustomerActivatedLearning

2 Way BusinessAlignment

E Q U I P L & D A S A G E N T S O F C H A N G E

T HE TOWARDS M ATURITY N EW L EARNING AGENDA – A ROADMAP FOR CHANGE


PROGRESS UPDATE


L&D PROFESSIONALS

TODAY WANT

EVEN MORE



Resources

1 in 3 have increased budget & team size

Audience

Managers

Professional and technical

Apprentices & interns

Customers and supply chain

Skills

29% formal learning e-enabled

69% compliance

(70% completion rates)

Technology

200% increase since 2010

19% budget allocated

2 in 3 expect increase


USING TECHNOLOGY

Delivering efficiency 17% Cost reduction21% Volume22% Delivery time 20% Study time



WE ARE BUSY BEING BUSY

BUT WHAT IMPACT ARE WE REALLY

MAKING?


INCREASING

PERFORMANCE GAP

51% reported benefits 31% reported benefits

53% Top Q

63% Top Deck

74% want change 2010 87% want change 2014


WHAT IS STOPPING US FROM

REALISING OUR EXPECTATIONS?

Lack of evidence Not measured internallyWhat is the present impact – not using external evidenceLack of engagement with key stakeholdersAlignment needs to be 2 way: need to understand the art of the possible (more pilots)Need to set the bar higher – we need to set the bar higher. No one team can do this. We need to step out of traditional roles.CultureChanging culture neededSpectrum of learners to addressNot understand the culture of the learner & even if we do, senior decision makers don’tProjects lack focus – scope creep that we challenge with external providers but not internallyTimeOverwhelmedBusy people say ‘give us what we’ve always had’Home vs workConfusion/market madnessSkills of L&DWe need more courage


EVIDENCE FOR CHANGEThis is not a time to give up, but to take another look at the data!

ALIGNING TO NEED




Gaining Market ShareTalent


Delivering New Products & Services

SO WHAT CAN LEARNING

INNOVATION BRING

TO THE TABLE?


Gaining Market Share17% improvement in customer

satisfaction

10% improvement in revenue

Talent9% reduction in attrition

17% improvement in engagement

14% improvement productivity

12% reduction in time to competency


Delivering New Products & Services

Change new products & services 23% faster

Roll out new IT applications 26% faster & improve efficiency!


ALI

GN

ING

TON

EED

Dr Chai Patel, CBE

Chairman HC-One

2 Way BusinessAlignment Our goal was to achieve complete

transformation and it was imperative that we

achieve it quickly. This is why we made learning and development a catalyst for change. In doing so, we’ve shown that modernising learning has delivered results that matter to our staff, to our residents and to our shareholders.


BALANCING THE NEEDSOF ORGANISATIONS AND INDIVIDUALS



HOW DO OUR STAFF LEARN BEST?88% learners learn from collaboration with

team workers

79% from manager support

70% from Google

46% from formal education courses (17%

from classroom courses

55% learn on the way to work

82% want to learn at their own pace

Yet only 1/3 of L&D leaders

know how their staff actually learn at work…


ALI

GN

ING

TON

EED

ARE WE LISTENING TO OUR CUSTOMERS?CustomerActivatedLearning

31% find self-paced e-learning courses useful

85% are downloading apps to a mobile or tablet

80% willing to share what they know using technology

93% of L&D leaders are investing in self-paced e-

learning courses

Fewer than 1 in 5 L&D are working with tools to build and

deliver apps

20% believe their staff know how to connect and share


DATA-DRIVEN

DECISION MAKING

Business leaders use it to:

PredictPlanPersuadePersonalise

L&D leaders don’t!1 in 5 use learning analytics or benchmarking to improve service and performance


Data has become likened to oil as the next great natural resourceDaniel Newman, Forbes July 14

“


HOW CAN WE DESIGN A

BUSINESS CASE FOR

MODERNISING LEARNING

THAT WILL CAUSE

STAKEHOLDERS TO SIT UP AND

LISTEN?

Do your researchWhat are the organisational pain points/risks and how will your solution help?Identify your decision makers and your influencers – understand business drivers AND personal motivators Quantify cost of solution (including cost of ownership) and value of benefitsTips on using evidenceInternal evidence and research – business analysis and learner behaviourExternal evidence – what are your competitors doing? Use case studies and benchmark data to build your caseTips on selling an ideaWhat will happen if you don’t do this? (ask yourselves first)Focus on business impact – tangible and intangibleCapture hearts as well as mindsKnow your moment – present the right idea at the right time to the right people and have the tenacity to returnTips on structureBLUF – Bottom Line Up FrontBusiness language not learning jargonVisualise the evidence



Supporting learning and performance where it counts

LauraOvertonTowardsMaturity www.towardsmaturity.org/2014benchmarkLauraOvertonTowardsMaturity www.towardsmaturity.org/2014benchmark

SUPPORTING CONTINUAL LEARNING AT WORK

What do I need to

get started?

What do I need to

get better?

What do I need to get out of a fix?

What do I need to

progress my career?

What do I need right here right

now?


16%train pre-

joining

45% have skills diagnostic

tools

42% 70:20:10

26%MOOCs

30%micro-

content


NEW

MO

DEL

SO

FLE

AR

NIN

G

TransformTraining

Involving stakeholders

Content design

Reward and recognition

Practice and reflection

Design with the class in

mind


66% provide job aids

37% equip line managers with resources so their teams get the most out of online learning

14% encourage learners to

share experiences and solve problems online

12% have content curation

strategies in place

NEW

MO

DEL

SO

FLE

AR

NIN

G




NEW

MO

DEL

SO

FLE

AR

NIN

G


19% agree that learning technologies

reinforce the way they recruit, on-board and develop their people

Supporting career progression:

18% are using some form of Academy

All use skills diagnostics


BOOSTING AGILITY


BO

OST

ING

AG

ILIT

Y

FlexibleLearning

45% support BYOD

39% develop platform independent content

32% offer content in the cloud


BO

OST

ING

AG

ILIT

Y

Simplify

Harness what you haveMake it easyMake it relevantEliminate redundant noiseBe clear


BO

OST

ING

AG

ILIT

Y

RespondFaster

#1 motivating factor for learners to learn online

1. To be able to do my job faster and better

Only 47% of L&D agree learning is

delivered in time to meet the needs of the business

‘I want to be able to do my job faster and better’ 51%


APPLYING THE PRINCIPLES IN THE

REAL WORLD

How can we improve the quality of formal learning?

Getting Started

Analyse the problem to be solved: is formal learning needed? What is effective and efficient? What is the issue? What is best practice?

Ensure L&D have an understanding of adult learning theories

Involve learners in design

Have a clear design & quality process in place to understand needs

Design to engage

Going Deeper

Identify stakeholders who will influence programme success

Blend cleverly – extend learning into the workflow to enhance the application of skills

Personalise – adapt learning to role or experience



REAL WORLD

How can we boost the sharing of good practice?

Getting started

You don’t need to be an expert or a content developer to add value – become a connector, facilitator and conduit of useful information

Model collaboration and sharing as part of formal learning

Going deeper

Build the skills to encourage collaboration in your organisation

Establish a governance framework for sharing online (or proactively support those that are involved in establishing frameworks)


APPLYING THE PRINCIPLES IN

THE REAL WORLD

How can learning better support ‘talent’ ?

Getting started

Remove the silos – open the conversation with those that count

Define what role you can play in specific initiatives e.g. recruitment and on-boarding

Promote learning for all vs directed programmes and experiences

Going deeper

Train managers – up to Board level to identify talent

Think through the role of psychometric testing and implications for learning

Support learning & collaboration through a range of initiatives e.g. secondments



REAL WORLD

How can we use technology to respond faster to change?

Getting started

Step back – don’t use technology for the sake of it

Consider your learners: what technology do they already have to hand, what do they find useful and what are they doing for themselves?

Exploit existing networks to respond quickly to change

Going deeper

Consider learning analytics and data mining to understand behaviours and preferences

Encourage user generated content and use staff ratings to quickly assess impact


HERE’S THE CHALLENGEBlend

different technologies

Reinforce on-boarding

Identify business KPIs

Encourage sharing

Comms plan in place


SO WHERE DO WE GO TO GET

BACK IN THE FLOW?

Stagnate[staɡˈneɪt]

Verb: cease to flow or move; become

stagnant;cease developing; become

inactive or dull

……NOT AN OPTION!



SECRETS OF THE LEARNING LEADERS


TOP DECK

ARE

DELIVERING


TOP DECK

ARE

ENGAGING

73% report positive staff behaviour

(21%)

64%agree staff put what they have

learned into practice (25%)


TOP DECK

ARE

HARNESSING

TECHNOLOGY



DNA OF THE

LEARNING LEADERS


• Alignment (and resourcing)• Active learner voice• Design beyond the course• Proactive in connecting



So how well equipped are L&D to Modernise Learning and

Deliver Results?





TransformTraining

ALIGNING TO NEED




T HE TOWARDS M ATURITY N EW L EARNING AGENDA – A ROADMAP FOR CHANGE

Modernising Learning: what skills do we need to deliver against the New Learning Agenda?


Modernising Learning: what skills do we need to deliver against the New Learning Agenda?

Evidence for changeAbility to write succinct business cases - deliver an elevator pitch!Stakeholder influencing skillsBusiness communication skills (ability to communicate in the language of business)Ability to identify value that L&D can offer to businessBusiness savvy/ commercial experienceAnalytic capability to identify and use evidence successfullyVision for changeStrategic mindsetResilienceTenacity

Aligning to business Performance consultancy skills to provide clear definition of business issue to be addressedStakeholder relationship managementAbility to understand learner journey and analyse learner behavioursLearning evaluation and effective feedback

New models of learningAbility to scope projectsAbility to understand the art of the possibleRealistic application of technology to design of the learning processCuration skills - identifying and sharing content, ability to advise and signpostKnowledge of new methods of learningEncouraging ReflectionProfessional understanding of how and why people learnUnderstanding diagnostic and formative assessmentDeveloping ability to support formal learning

Boosting agilityConfidence in own Digital capabilityMobile app design for performance supportResponsive designClear understanding of technology to support learning application


MODERNISING LEARNING: DELIVERING RESULTS

Align to need not to fads or technologiesDon’t be afraid to redefine the way that you add value

Listen and respondPrepare for change

Get into the flow!


I encourage business and learning leaders alike to use the evidence from the Towards Maturity Benchmark Study to challenge traditional thinking about learning, performance, talent, technology and change. But don’t just read it, take action where it counts to deliver lasting business transformation.

Dr Chai Patel, CBE FRCP


Next steps… over to you!

Full report will be available to download on 6th November at

www.towardsmaturity.org/2014benchmark

[email protected]

http://www.towardsmaturity.org/2014benchmark

http://t.co/aiHs6VO5BR

http://t.co/aiHs6VO5BR

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leo hosts toward's maturity: modernising learning

Technology

support learning

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learning outcomes

o modernised learning

new ideas

modern ideas

new opportunities

new ways of business