driving learning excellence
TRANSCRIPT
Business Transformation Through Learning Innovation
Feedback from an interactive workshop delivered at Learning
Technologies 2015
This session is all about learning from the panel and from each other. These
slides reflect all the conversations that
took place at #LT15UK
You!
Jane Daly
Garry Hearn
Laura Pettitt
VeldaBarnes
Laura Overton
You
Inputs from seminar
participants will be
highlighted in gold
Inputs from the panel
will be highlighted
in blue
WHAT DOES
EXCELLENCE IN
L&D LOOK
LIKE?
It provides: A customer-centric not learning-centric serviceRelevant learning experiencesThat are immediately applicableAnd aligned to business needs
It Supports: Career pathsOn the job transferA critically questioning and caring communityMaintained motivation
It results in :Engaged staffPositive Return on investment
WHAT IS
HOLDING US BACK
FROM DELIVERING
LEARNING
EXCELLENCE?
Ourselves:L&D leaders are not leading changeWe are poor in articulating our valueTraining still seen as a means to an end (rather than learning seen as the start of the journey)
Business Perception:Perception of training as an add on rather than an integral offeringLack of resourcesNot meeting the expectations of our customersEmployees not encouraged to take ownership of their learningOrganisational learning culture (or lack of!)
WHAT DOES THE EVIDENCE SAY?
600+ learning leaders45 countries5000 learners
L&D professionals today want even more.
L&D is Using more Technology
200%increase since 2010
19%budget allocated
200%increase since 2010
19%budget allocated
Delivering Efficiency - 17% Cost reduction+21% Volume- 22% Delivery time - 20% Study time
L&D is Using more Technology
INCREASING
PERFORMANCE GAP
87% wanted change 2014
74% wanted change 2010
51% reported benefits
31% reported benefits
53% Top Q
63% Top Deck
Delivering New Products & Services
SO WHAT CAN LEARNING
INNOVATION BRING
TO THE TABLE?
EXCELLENCE IS DEFINED BY THE BUSINESS
Gaining Market Share
Talent
Gaining Market Share17% rise in customer satisfaction
10% improvement in revenueTalent9% reduction in attrition
17% improvement in engagement
14% improvement in 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!
EXCELLENCE IS DEFINED BY THE BUSINESS
How do we shift the
focus from input to outputs?
How do we shift the
focus from input to outputs?
Turn your attention to the business and to customers rather than on the
L&D team
Attend the right meetings to understand the business need
Make sure your team is equipped to have conversations about outputs
Use evidence to illustrate that you can deliver more than just courses
Be clear about your role in improving performance
Be clear about manager’s roles and responsibilities
WHAT DOES THE EVIDENCE SAY?
WHAT DOES THE EVIDENCE SAY?
600+ learning leaders45 countries5000 learners
T O W A R D S M A T U R I T Y I N D E X
TOP LEARNING COMPANIES
11 years of research show that results improve with maturity
T O W A R D S M A T U R I T Y I N D E X
TOP
DECK
TOP LEARNING COMPANIES
11 years of research show that results improve with maturity
T O W A R D S M A T U R I T Y I N D E X
TOP
DECK
TOP LEARNING COMPANIES
11 years of research show that results improve with maturity
DNA OF THE TOP DECK
COMPANIES
WE LOOKED AT WHAT
THESE COMPANIES ARE
DOING TO ACHIEVE
SUCCESS
DNA OF THE TOP DECK
COMPANIES
97% AGREE THEY
SUPPORT THE SKILLS
THE BUSINESS NEEDS
DNA OF THE TOP DECK
COMPANIES
97% PROACTIVELY
UNDERSTAND HOW
STAFF LEARN WHAT
THEY NEED
DNA OF THE TOP DECK
COMPANIES
100% CONSIDER THE
COURSE AS ONLY ONE
OPTION FOR BUILDING
SKILLS AND
PERFORMANCE
DNA OF THE TOP DECK
COMPANIES
90% ENSURE
INDIVIDUALS HAVE THE
CHOICES AND
INFORMATION THEY
NEED
DELIVERING PEAK PERFORMANCE
3X LIKELY TO SEE IMPROVED PRODUCTIVITY & APPLICATION
2X LIKELY TO RESPOND FASTER & SUPPORT CHANGE
Improved application of learning in the
workplace
Faster response to changing business
conditions
Increased productivity on the job
TOP DECK Average
How do we do this in practice?
Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;
review priorities against business objectives
quarterly or sooner if the business needs it; be prepared to change.
How do we do this in practice?
Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;
review priorities against business objectives
quarterly or sooner if the business needs it; be prepared to change.
Develop an active learner voiceFind out how staff are currently
learning what they need – use the data as learner data tells a more powerful story than assumptions
Use learner data to influence change: informing decisions and engaging senior leaders in new
thinking.
Share learner success stories: an appetite for learning increased
sales in distributor network which then went on to capture the
attention of internal sales teams
How do we do this in practice?
Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;
review priorities against business objectives
quarterly or sooner if the business needs it; be prepared to change.
Develop an active learner voiceFind out how staff are currently
learning what they need – use the data as learner data tells a more powerful story than assumptions
Use learner data to influence change: informing decisions and engaging senior leaders in new
thinking.
Share learner success stories: an appetite for learning increased
sales in distributor network which then went on to capture the
attention of internal sales teams
Stop focusing on ourselves & look at the customers and businesses
we are supportingCreate time to think:
Building an innovation team that involves inputs from business
technology and education. Ask:What can we do for the business?
What processes need to be changed in business?
How do we design differently?
How do we do this in practice?
Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;
review priorities against business objectives
quarterly or sooner if the business needs it; be prepared to change.
Develop an active learner voiceFind out how staff are currently
learning what they need – use the data as learner data tells a more powerful story than assumptions
Use learner data to influence change: informing decisions and engaging senior leaders in new
thinking.
Share learner success stories: an appetite for learning increased
sales in distributor network which then went on to capture the
attention of internal sales teams
Stop focusing on ourselves & look at the customers and businesses
we are supportingCreate time to think:
Building an innovation team that involves inputs from business
technology and education. Ask:What can we do for the business?
What processes need to be changed in business?
How do we design differently?
Go to where your customers are already gatheringUse the internal intranet to communicate
Publish evaluation data: let success breed successBuild links between online resources and the classroomAdvertise everywhere – even the back of the toilet door – if it’s good enough for google, it’s good enough for us!
How do we do this in practice?
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
ONCE YOU HAVE ESTABLISHED YOUR GOALS, STAY
FOCUSSED THROUGHOUT THE JOURNEY:
Data-Driven Decision Making
Business leaders use data to:PredictPlanPersuadePersonalise
Generally, L&D don’t do this!Only 1 in 5 use learning
analytics or benchmarking to improve service and performance
Learning leaders must take a fresh look at data-driven
decision making
“
”LauraOvertonTowardsMaturity www.towardsmaturity.org/2014benchmark
What are the characteristics of a learning
Leader?
What are the characteristics of a learning
Leader?
Learning leaders
Listen and are able to ask the right questions without an agendaSay no when neededCredible in the businessEffectivePassionate about learning AND the business we are servingAre resilient, agile, curious, visionary, tenacious & stubborn!Are able to leverage their social capital in the businessAre able to capture attention through storytellingGet on with things rather than talk about themLearn positively from mistakesKnow about adding valueKeep up with the latest developments
What is the single most important
strategy for modernising
learning?
What is the single most important
strategy for modernising
learning?
Think positively
Get under the skin of your business
Create the time to think and innovate
Be willing to say no to anything that doesn’t
improve outputs!
Be willing to let go of the past in order to move forward into
the future
DRIVING
LEARNING
EXCELLENCE
Business Transformation Through Learning Innovation
What is the one thing that
you will do differently as
a result of today?
DELIVERING LEARNING EXCELLENCE – ACTION PLAN #LT15UK
Business Transformation Through Learning Innovation
Change focus to outputs: me and my team
Ask myself if what I’m working will deliver and is aligned to strategy
Say NO when not aligned to outcomes(Say NO more!)
Listen to what the business needs
Invite myself to meetings that I need to be in
Agree priorities - link the stakeholders to achieve a collaborative way forward
Listen to my customers more
Plan a learner survey
Adapt to the needs of my customer
Think without constraints - work out how to deliver a more personalised learning experience
Use Towards Maturity Research to engage with the business
Create the capacity to think: look at an innovation role
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DELIVERING LEARNING EXCELLENCE - WHERE TO GO FROM HERE?
The Towards Maturity Benchmark Report is free to download thanks to the support of our Ambassadors:
Ask us about our Free Resource pack :
Research links
Download our FREE resource pack:
Powerful Research for an Evidence-Based Learning Strategy
Effective L&D Practices in a Nutshell
Unique Learner Insights
Stimulate Debate in Your Organisation
Essential Reading list
Next Steps and Keeping Updated