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Unlocking Potential: Releasing the potential of the business and its people through learning

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Today’s successful workplaces are fast moving, global and digital. Learning innovation, done well, delivers results that can support sustainable, agile workplaces. Business and learning leaders alike need to expect more. View the slides from our launch webinar with Laura Overton.

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Unlocking Potential: Releasing the potential of the business and its people through learning

  1. 1. 2016-17 Learning Benchmark Report All content © 2015 Towards Maturity CIC Ltd. Not to be distributed or copied. laura@towardsmaturity.org www.towardsmaturity.org/2016benchmark @LauraOverton @TowardsMaturity
  2. 2. COMPETITIONCUSTOMERS Organisations today are under pressure
  3. 3. What does a modern day learning organisation need to look like?
  4. 4. COST-CENTRE DISRUPTIVE DIGITAL TALENT The reality of learning today!
  5. 5. The reality of learning for modern workers
  6. 6. © Towards Maturity 2015, Learner Voice Part 3: www.towardsmaturity.org/learnervoice3 How do knowledge workers learn what they need to do their job? 86% team collaboration 82% conversations / meetings 58% support from mentor / coach / buddy 42% internal networks / communities 78% manager support 70% web search 45% online performance support tools 49% Job aids and checklists 57% classroom courses 47% self-paced e-learning 39% Live online learning 18% games and simulations FORMALSOCIALWORK
  7. 7. 91% of staff like to be able to learn at their own pace
  8. 8. 80% are willing to share what they know with peers 18% overall need help getting started 87% 84% 76% 71% 69% 21-30 31-40 41-50 51-60 Over 60
  9. 9. 61% of staff are motivated by using technologies that allow them to network and learn with others 73% 64% 58% 40% 45% 21-30 31-40 41-50 51-60 Over 60
  10. 10. 48% of staff use their personal mobile to access work related learning apps
  11. 11. How does traditional L&D need to adapt to meet the needs of the modern learner?
  12. 12. Looking around the globe for inspiration Learning Landscape
  13. 13. 98% improve quality 93% increase volume 87% reduce cost DIGITAL TALENT L&D want to improve efficiency: more for less MORE PEOPLE LESS COST
  14. 14. DIGITAL TALENT L&D want to fine-tune processes REDUCE TIME AWAY FROM JOB & SPEED UP IMPLEMENTATION OF NEW SYSTEMS 88%
  15. 15. INCREASE PRODUCTIVITY REDUCE TIME TO COMPETENCY DIGITAL TALENT L&D want to boost performance 95%
  16. 16. PROVIDE A FASTER RESPONSE TO CHANGING BUSINESS CONDITIONS 95% DIGITAL TALENT L&D want to cultivate agility
  17. 17. DIGITAL TALENT L&D want to influence culture 98% WANT TO INCREASE THE SHARING OF GOOD PRACTICE 94% WANT TO IMPROVE TALENT RETENTION STRATEGIES
  18. 18. “A learning organisation is a group of people working together collectively to enhance their capabilities to create results they really care about.” Peter Senge, author of The Fifth Discipline DIGITAL TALENT The Learning Organisation
  19. 19. 14% Productivity increase 24% Faster rollout of change 18% Improvement in customer satisfaction 15% Improvement in speed to competency LEARNING INNOVATION DELIVERS WHAT THE C-SUITE REALLY CARES ABOUT www.towardsmaturity.org/c-suite2016
  20. 20. Building the new Learning Organisation Integrating learning and work Transforming the transactional Boost PERFORMANCE Cultivate AGILITY Fine-tune PROCESS Improve EFFICIENCY Influence CULTURE
  21. 21. We still have along way to go Integrating learning and work Transforming the transactional Boost PERFORMANCE 29% achieved Cultivate AGILITY 24% achieved Fine-tune PROCESS 39% achieved Improve EFFICIENCY 41% achieved Influence CULTURE 21% achieved
  22. 22. People professionals have a critical role to play in the transition What is stopping us?
  23. 23. What is stopping us? Lack of: Skill Attitude Knowledge Money
  24. 24. The danger of the silver bullet
  25. 25. There’s data and there’s
  26. 26. Data that describes Useful for understanding trends and increasing awareness See PAGE 16
  27. 27. Data that digs deeper Performance analytics that allow us to understand relationships and inform decisions Defining Need Understanding Learners Work Context Building Capability Ensuring Engagement Demonstrating Value THE TOP 10% 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
  28. 28. The Top Deck provide a glimpse of how to become a ‘learning organisation’ more likely to report that their modernised learning strategy is delivering: > Improved capability of the organisation to solve problems more likely to report: > Ability to respond faster to changing business conditions > Increased ongoing sharing of good practice > Integration of learning into the workflow more likely to report they have: > Facilitated new ways of working > Increased in self-directed learning > Reduced time to competency > Driven business innovation When compared to those in the bottom quartile, those in the Top Deck are: 11x 7x 6x
  29. 29. 61% ARE FAILING TO ACHIEVE ANY OF THE 5 OUTCOMES The reality: we’re still delivering organisational learning DIGITAL TALENT
  30. 30. Introducing…
  31. 31. The Top Deck inspire us, but how do we get there? Time to break it down… Integrating learning and work Transforming the transactional Boost PERFORMANCE Cultivate AGILITY Fine-tune PROCESS Improve EFFICIENCY Influence CULTURE
  32. 32. Improving Efficiency Fine-tuning Processes
  33. 33. High achievers are more likely to be using these top tools 75% 96% 93% 83% 71% 84%Internal / enterprise information services Internal learning portals Job aids (e.g. checklists, infographics)
  34. 34. Achievers… regularly review 66% regularly review programmes IMPROVING EFFICIENCY: TACTICS
  35. 35. Achievers… leverage classroom trainers 45% integrate technology into face-to-face training IMPROVING EFFICIENCY: TACTICS
  36. 36. Achievers… analyse the problem 76% analyse the business problems before recommending a solution FINE TUNE PROCESS: TACTICS
  37. 37. Achievers… work with managers 80% expect line managers to take responsibility for their staffs’ development FINE TUNE PROCESS: TACTICS
  38. 38. Summary Improving Efficiency Regularly review programmes Leverage classroom trainers Fine tuning Processes Analyse the problem first Work with managers
  39. 39. Boosting Performance Cultivating Agility
  40. 40. High Achievers are more likely to be using these top tools 82%Mobile devices Job aids (e.g. checklists, infographics) 87% Communication tools (e.g. Slack, WhatsApp) Sharing applications (e.g. SlideShare, OneDrive) 77% 87%
  41. 41. Achievers… Responding at the speed of work 71% agree learning is delivered in time to meet the needs of business BOOSTING PERFORMANCE: TACTICS
  42. 42. Achievers… Design for learning transfer 66% include activities that help individuals practice the desired outcome BOOSTING PERFORMANCE: TACTICS
  43. 43. Achievers… Don’t box staff in 2x likely to proactively understand how staff learn CULTIVATING AGILITY: TACTICS
  44. 44. Achievers… Encourage learning from mistakes 2x likely to encourage staff to learn from mistakes CULTIVATING AGILITY: TACTICS
  45. 45. Summary Boosting Performance Respond at the speed of work Design for learning transfer Cultivating Agility Don’t box staff in, listen! Encourage learning from mistak
  46. 46. Influencing Culture
  47. 47. High Achievers are more likely to be using these top tools Influencing Culture: Tools User Generated Content 2x as likely Podcasts 2x as likely Curation tools/feeds 2x as likely Figure 28: Exploring emerging technologies in a learningcontext Culture influencers Non-achievers Looking at wearable technologies as part of learning 14% 11%11% 7% 5% Starting with augmented / virtual reality Using artificial intelligence tools (e.g. Intelligent Tutoring Systems, virtual assistants) 19%
  48. 48. Achievers… create the link between learning and business 81% agree their people know how work is linked to org. performance INFLUENCING CULTURE: TACTICS
  49. 49. Achievers… position experiences as opportunities to learn 68% develop challenging stretch-tasks to embed learning INFLUENCING CULTURE: TACTICS
  50. 50. Achievers… celebrate success 67% communicate learning success to line managers INFLUENCING CULTURE: TACTICS
  51. 51. Summary • Create the link between learning and business • Position experiences as opportunities to learn • Celebrate success Influencing Culture
  52. 52. Unlocking the Potential of L&D The place to start…
  53. 53. What do we need to do for ourselves before we can help others?
  54. 54. Priority skills for modern L&D teams “LEARNING AND DEVELOPMENT” Managing learning Personal Understanding the business problem Design and delivery (technical) Supporting Performance Design and delivery Evaluating impact
  55. 55. Page 66 Managing learning Personal Understanding the business problem Design and delivery (technical) Supporting Performance Design and delivery Evaluating impact Skills in place (Rest)Priority skills (All) Skills in place (Top Deck)
  56. 56. 70 experience 20 social 10 formal 2x likely to encourage L&D staff to keep reflective learning logs 50% more likely to encourage L&D to spend time in operational areas of business 50% more likely to encourage L&D staff to develop external learning networks 60% more likely to offer professional CPD and qualifications The Top Deck are building L&D skills
  57. 57. 25% 18% 12% 10% 8% 37% 28% 20% 13% 10% 50% 39% 32% 20% 18% 65% 54% 47% 40% 35% 77% 64% 62% 54% 46% Improving Efficiency Fine-tuning Process Boosting Performance Cultivating Agility Influencing Culture x3 x5 x6 Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Who is leading these teams? The Top Deck teams are delivering x3 x5 % Reporting achievement of goals in each outcome
  58. 58. Top Deck teams… are led by L&D leaders 71% are lead by those with an L&D background, rather than HR or business
  59. 59. Achievers… are led by L&D leaders who learn 94% are active in seeking out new work experiences 81% build personal knowledge networks
  60. 60. Achievers… leverage their network 2x likely to work with steering groups, managers, trainers, users, SMEs in learning design, providers & peers
  61. 61. Integrating learning and work Transforming the transactional Boost PERFORMANCE Cultivate AGILITY Fine-tune PROCESS Improve EFFICIENCY Influence CULTURE
  62. 62. www.towardsmaturity.org/2016benchmark Pick your key today- what are you going to do differently as a result of today?
  63. 63. Thanks to our Ambassadors for making this programme possible
  64. 64. Resources@towardsmaturity.org Email for your resource pack

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