This document discusses building a global learning culture. It analyzes data from over 600 L&D professionals in 55 countries. The top challenges for multinational organizations in developing a global learning culture are cultural differences and developing consistent content. Organizations with stronger global learning cultures ("Top Deck") are more aligned with business goals and understand their learners better. They focus on self-directed learning, community, and learning through work. Top Deck organizations see improvements in areas like business responsiveness, productivity, and customer satisfaction compared to other organizations. The document advocates transforming L&D to support learning at the point of need through a blended model incorporating formal and informal learning.
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Building a Global Learning Culture Report
1. Building a Global
Learning Culture
Laura Overton, Founder and CEO, Towards Maturity
(@LauraOverton)
Anne Watson, HR Director, CCL Design - Electronics
(@ExecutiveFocus)
Learning Technologies February 2016
4. What does a
great global
learning
culture
look like?
What challenges do we
face trying to achieve it?
5. High Expectations of L&D professionals around the globe
INDIVIDUAL
PROCESSES
EFFICIENCY
PRODUCTIVITY AND
ENGAGEMENT
BUSINESS
RESPONSIVENESS
LEARNING
CULTURE
PROGRAMMEORGANISATIONCULTURE
Improve induction 96 95%
Speed up implementation of new processes 92 91%
Improve productivity 95% 94%
Adapt to individual need 94%
Driving Business Innovation 76% 80%
Improve organisational performance 79% 85%
Share good practice 96%
Increase self directed learning 77% (83% avg)
Improve admin and management 94% 95%
Increase volume 92 91%
Multinational companies vs average, one figure = same
6. Not all global companies realising their aspirations
INDIVIDUAL
PROCESSES
EFFICIENCY
PRODUCTIVITY AND
ENGAGEMENT
BUSINESS
RESPONSIVENESS
LEARNING
CULTURE
PROGRAMMEORGANISATIONCULTURE
Achieved by 41% 39%
Achieved by 41%
Achieved by 30% 29%
Achieved by 25 24%
Achieved by 22
21%
Multinational companies vs average, one figure = same
8. In 2014, we
discovered some
are doing better
than others
Faster response
to changing
business conditions
Increased productivity
on the job
TOP DECK Average 2014
T O W A R D S M A T U R I T Y I N D E X
TOP
DECK
TOP LEARNING ORGANISATIONS
9. Top Deck
x3 x5 X8x5x3
They are more ready for the future of learning
Quartile 1
(25%)
Top Deck
(10%)
Quartile 2Quartile 3Quartile 4
16. Alignment
Essential for
Business
Buy-In
What can we learn from Top Deck L&D teams?
Align business and
learning outcomes
Focus on the
business first
Have a plan for
deliveringagreed
businessmetrics
55%
84%
79%
36%
Analyse the problem
before recommending
a solution
BUSINESS BUY-IN
17. Consumer
experience
Focus on the
individuals
UNDERSTAND YOUR LEARNERS
Welcome
their ideas
Listen
first
Are proactive in
understanding how staff
learn what they need
Welcome innovation
and contribution from
staff
88%
51%
30%
86%
18. Winning hearts and minds
Today’s learners are more self directed than we give
them credit for:
77%rate working in collaboration with others as
essential/very useful
69% of learners are motivated by technologies
that allow them to network and connect with each other
70% use their own smartphone, 52% their own
tablet for work-related learning
MOTIVATED
IDENTIFY
& ACCESS
RESOURCES
UNDERSTAND
OWN NEEDS
TAKE
INITIATIVE
THE SELF-
DIRECTED
LEARNER
19. 76%of the Top Deck
involve users
in design
(39% multinationals
35% average)
LISTEN
21. Thinking
beyond the
course
TRANSFORM L&D
Support learningat the
point ofneed
ThinkPerformance not
course
Consider the course as
only ONE option for
building performance
Embrace models that
support learning in the
flow of work (such as
70:20:10}
86%
53%
47%
94%
22. Does
work?
4x as likely to report that they are
responding faster to business change
3x more likely to report an
improvement in staff motivation
(27% vs 8%)
(42% vs 18%)
2x more likely to report a
customer satisfaction increase
(30% vs 7%)
102070Workflow Social Formal
www.towardsmaturity.org/in-focus/2016/702010
33. Delivering
results
Improve productivity by 12%
Reduce staff turnover by 9%
Change processes 24% faster
Decrease time to competency by 13%
Increase cost efficiency by 26%
35. Building a Global Learning Culture
What are YOU going to differently
as a result of today?
@LauraOverton, Founder and CEO, Towards Maturity
Anne Watson, HR Director, CCL Design – Electronics
www.towardsmaturity.org/globalculture
Notas del editor
Building a learning culture that impacts individual and business performance is the holy grail of most L&D leaders. How do we shift the mindset of business leaders and learners- especially when they are scattered around teh globe? How do we transition from delivering online courses to creating an environment that stimulates sharing, communication and learning as a matter of course? This session, first delivered at Learning Technologies February 2016 draws on insights from over 600 l&D leaders in the latest Towards Maturity and the practical experience of the HR director of CCL Industries (previously Worldmark) who created an award winning Academy programme. We considered:
How to get started
How to get the board on board
How to win the hearts and minds of a global workforce
How to create hooks that deliver long lasting change
How to demonstrate value
DEFINITIONS
'Corporate Culture' Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions.
A learning culture is a set of organizational values, conventions, processes, and practices that encourage individuals—and the organization as a whole—to increase knowledge, competence, and performance.
Josh Bersin ‘Companies that focus on culture are becoming icons for job seekers. http://www.forbes.com/sites/joshbersin/2015/03/13/culture-why-its-the-hottest-topic-in-business-today/#5942ddbcb6e2
Drawing on perspectives of L&D leaders around the globe in Embracing Change www.towardsmaturity.org/2015Benchmark
Second difference is content. 48% struggle with centrally developed content not relevant locally, locally developed content not shared centrally and cost of translation.
Definition: Benchmarking is the process of comparing key performance indicators for one organisation with the indicators of others who are considered to represent the industry standard or best practice for that field.
Since 2013, the Towards Maturity benchmark has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that consistently influence results. This is tracked through the Towards Maturity Index. Those in the top 10% of the index, the Top Deck, are delivering more organisational agility and individual performance.
30% growth per annum
Changing technologies in the electronics marketplace
Success dependent on adaptability of people.
How do you ensure consistency of quality and approach across all 11 manufacturing sites
AND….no budget
Board interest and sponsorship
HR and IT partnership - The Academy became an obsession
Multinationals – 60% analyse the problem before recommending a solution 36% have a plan in place
Multinationals – 33% are proactive in understanding how staff learn what they need, 52% welcome innovation
Top Deck Increase access:
76% use communities of practice (compared to 57% of multinational organisations)
71% provide staff with access to online job aids (35%)
69% have clear policy around BYOD (31%)
88% have a communications plan in place (38%)
84% ensure staff can access at any time (62%)
Multinationals – 53% consider the course as only ONE option for building performance, 55% are embracing new models such as 70:20:10
Interactive training through webex
Live webinars across time zones
Learning badges
Theme of the month
In house development team - camera crews in 3 regions
Lunch and learns
Development programmes
Live workshops for teams
Academy usage part of Appraisal process
Every month my board report had a long section on the Academy, numbers, data, news, innovation.
From Case study:
90% of participants of the first three FastTrack programmes have been promoted into broader roles
Staff retention in China has improved as can be seen via a number of measures, one being the number of people who return to work after Chinese New Year
A 78% reduction in errors was reported for customer service team members
Three providers were dropped due to reported bribery attempts that followed code of conduct training.
Saving the business three weeks of downtime following the introduction of new printing presses.