This document outlines 7 secrets of success for top learning companies based on a benchmark study of 2900 organizations and 4,500 learners. The 7 secrets are: 1) Align learning to business priorities, 2) Consider the context of busy staff, 3) Build confident and capable L&D teams, 4) Think differently about formal learning and performance support, 5) Don't take change for granted and involve all stakeholders, 6) Demonstrate the value of learning, and 7) Communicate constantly with stakeholders. Following these secrets can help learning departments be more successful, productive, agile and improve performance.
Ten Organizational Design Models to align structure and operations to busines...
Towards Maturity’s 7 secrets of top performing L&D teams
1. How to become a Top
Learning Company
7 secrets of success
Laura Overton
Laura@towardsmaturity org
lauraoverton
First delivered 3rd October 2013 in conjunction with
Images thanks to freedigitalphoto.net
9. 9www.towardsmaturity.org improving the impact of learning technologies at work 9www.towardsmaturity.org 9
1 Align to business priorities
• 3.5 x more likely to agree that they analyse the business problem
before recommending a solution
• 7x more likely to agree learning strategy allows for changing
business priorities
Only of organisations
work with senior managers to
identify business metrics to
improve with learning
10. 10www.towardsmaturity.org improving the impact of learning technologies at work 10www.towardsmaturity.org 10
2 Consider Context of busy staff
• 6.5 x more likely to be aware of how staff use social media
• 21 x more likely to agree learning supports talent and
recruitment
12. 12www.towardsmaturity.org improving the impact of learning technologies at work 12www.towardsmaturity.org 12
3 Confident capable L&D teams
– Confident- 6 x as likely to
agree L&D are confident
incorporating new media
– Skilled = 17x to agree
L&D staff have the right
skills to design solutions
that exploit learning
technologies to business
advantage
– Open minded – 80% top
companies agree L&D
staff consider the ‘course’
as only one of many
options for building skills
and performance
compared to 23% bottom
quartile
Characteristics of
top performing
L&D teams:
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Think differently about
performance support
• Enhance performance at
the point of need:
x more likely to
offer staff access to job
aids online or via mobile
x more likely to use
defined performance
support practices to
support learning transfer
after formal training
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5 Don’t take change for
grantedAll stakeholders
are important
• Business
leaders
• Learners
• Finance/HR/IT But
managers hold
the key to
success
16. www.towardsmaturity.org
of top learning companies provide line
managers with resources to help their
teams make the most of online learning
Compared to of bottom quartile
companies
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6 Demonstrate value
• 7x more likely to report against targets agreed for
learning
• 10 x more likely to communicate successes
Only of organisations work with
senior managers to identify business
metrics to improve with learning
- But less than half go back to
see how learning has
improved
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7 Communicate constantly
Top learning
companies are
as likely to
have a
communications
plan in place for all
stakeholders
19. 19www.towardsmaturity.org improving the impact of learning technologies at work 19www.towardsmaturity.org 19
A checklist for success
Align to business
priorities
Consider Context
Build capable confident
L&D teams
Be open to think
differently about learning
Don’t take change for
granted
Demonstrate value
Communicate constantly
20. 20www.towardsmaturity.org improving the impact of learning technologies at work 20www.towardsmaturity.org 20
Top learning companies – the
secrets of success
www.towardsmaturity.org/
2013benchmark
Lauraoverton
Towardsmaturity
New Learning Benchmarksn
Benchmark today – contact us :
Since our first Report – Linking Learning to Business , our definitions of success are linked more to output than to inputs
This session draws on the 2012-13 benchmark research www.towardsmaturity.org/2012benchmark
How do we move from talk to action
Investing in maturityOver the years the benchmark study has identified 6 work-steams that consistently correlate back to delivering business impact and staff impact for organisations.2900 organisations have now been through the TM benchmark from across the private, public and not for profit sectors and we have found that the work streams influence results regardless of sector.In 2010 we have used organisation’s feedback on where they stand against previously identified best practice to compile a new Towards Maturity Indicator – a single benchmark figure which gives a measure of an organisation’s implementation performance against the 6 implementation workstreams.The Towards Maturity Indicator gives a composite index measure on a scale of 1-100 to provide a single measure to benchmark your organisations implementation maturity.The new TM indicator allows us to compare the results and behavior of those in the top quartile of best practice with the averages across the sample to understand how implementation behavior influences results.So do these practices deliver?Some are more successful than others because they do more of these things!The TM Index allows us to compare the results and behaviour of those in the top quartile of best practice with the averages across the sample to understand how implementation behaviour influences results. The TMI was first defined in 2010 now over 1000 organisations have a TMIIn 2012, we found that those in the top quartile of implementation best practice (as identified by the TMI) were at least three times as likely to report the following benefits as those in the bottom quartile. Comply with new regulationsImprove induction processReduce time away from the jobReduce training costs7 times more likely to Improve staff motivationImprove talent/performance managementImprove employee engagementIncrease ability to tailor programme to needSpeed up application of learning