Learning in the Flow of Work

Josh Bersin
Principal and Founder, Bersin™
Deloitte Consulting LLP
Copyright © 2018 Deloitte Development LLC. All rights
reserved.
Learning In The
Flow of Work
A new world of learning is
finally here.

The exponential importance of
learning
A business, economic, and social imperative
“The learning curve is the earning curve.”

Copyright © 2017 Deloitte Development LLC. All rights reserved. 3
Robots and AI
77% of CEOs expect the role of AI,
Robotics, and Automation to “increase
significantly” over the next 2 years.
Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10, 2015. https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html
Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial-
robots/index.html

Source: U.S. Bureau of Labor Statistics
and LinkedIn 2017 Jobs Report
Shift to a service and IP-based economy
Jobs Are Rapidly Shifting to Services not Labor
US BLS estimates that 65%
of children entering primary
school today will hold jobs
that do not yet exist.

1 billion
smartphones
iPhone ®
launched
100 million
Twitter users
Since 2011 productivity gains
have slowed to crawl
US productivity last ten years
Productivity is suffering—is technology helping?

Sources: Deloitte Human Capital Trends 2014 and 2015
The “average” US worker now
spends 25% of their day reading
or answering emails
Fewer than 16% of companies
have a program to “simplify
work” or help employees
deal with stress.
More than 80% of all companies
rate their business “highly
complex” or “complex” for
employees.
The average mobile phone user
checks their device 150 times
a day.
The “average” US worker works
47 hours and 49% work 50
hours or more per week, with
20% at 60+ hours per week
40% of the US population
believes it is impossible to
succeed at work and have a
balanced family life.
Employees are overwhelmed

Average 3.2
What are these
companies doing?
Summer, 2016 Glassdoor Bersin by Deloitte Research
Engagement remains a challenge

Source: Meet the Modern Learner: Engaging the Overwhelmed, Distracted,
and Impatient Employee, Bersin by Deloitte, Deloitte Consulting LLP
The Reality of Learning Today:
24 Minutes A Week
24
minutes a
week

A brand new war for skills
It’s different this time.
New skills, new roles, the concept of a “job” is changing.

Hiring is as hard as it has been since 2001 and “time to hire” is even greater
Unemployment Rate Nearing Record Lows
End of
Korean
War
Vietnam
War
https://www.thebalance.com/unemployment-rate-by-year-3305506
Black
Monday
Dot Com
Dot Bomb
Financial
Crisis
1970- 1976
6.2% jumping to 12.3 %
Inflation
2007
4.1% Inflation
Mean “time to hire” for new
hires is 31 days, higher than
it was in 2001.
http://dhihiringindicators.com/wp-content/uploads/2018/01/2018-01-DHI-Hiring-Indicators-Report-FINAL-2.pdf
Expected to
drop to 3.9%

How we used to create jobs: “job design”
People Work
Job
Design
Tasks
Competencies
Skills
Experience
Organization
Design
Span of Control
Functional Specialization
Process Design
Delegation of Responsibility
Job
Description
Title
Level
Responsibilities
Credentials
Job Requisition
Education, Credentials,
Experience, Skills,
Salary history

How we create jobs now: “work and task design”
Software, Machines, Tools
People Work
Services,
Tasks,
Projects,
Activities
Job Requisition
Experiences,
Knowledge, Culture,
Connections
Teams,
Squads,
Tribes,
Team Leaders
Role, Skills,
Capabilities,
Experiences
Culture

A
C D E
B
How things were How things “are”
B
A
DCF
G
E
Shared values and
culture
Transparent goals and
projects
Free flow of information
and feedback
People rewarded for
their skills and abilities,
not position
How things work
A network of teams
And organizations must redesign themselves
Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends

Demanding new skills, and jobs that are more “Hybrid” than ever
2.8
2.9
3
3.1
3.4
3.6
4.4
4.5
5.5
5.5
5.6
5.7
6.5
9.8
0 1 2 3 4 5 6 7 8 9 10
Head of Customer Experience
Reliability Engineer
Marketing Content Manager
Guest Experience Manager
Licensed Realtor
Head of Partnerships
Peronsal Loan Consultant
Brand Partner
Big Data Developer
Full Stack Engineer
Customer Success Manager
Sales Representative
Data Scientist
Machine Learning Engineer
Most In-Demand Jobs 2018
Soft Skills
Tech
https://economicgraph.linkedin.com/research/LinkedIns-2017-US-Emerging-Jobs-Report
Most In-Demand Skills
Most In-Demand Capabilities

Even technical roles are changing
… Data Scientist, the Hottest Job in 2017, has changed

And… We are living longer.. stretching the talent cycle
“Since 1840 there
has been an
increase in life
expectancy of three
months for every
year.”
Source: Gratton, Lynda; Scott, Andrew.
The 100-Year Life
Today’s
Millennials have
a 50% chance of
living to 100+
Increase in Life Expectancy Over Time
Source: http://www.mortality.org/
Will
Generational
Bias Be the Hot
Button of 2018?

17Copyright © 2016 Deloitte Development LLC. All rights reserved.
Careers redefined
A career is now a series of developmental
experiences, leading to growth, not always
promotion

Education
Work
Retirement
Education
Work
Leisure
From To
“The Three Boxes of Life,” by Dick Bowles
How life has changed
Source: The Three Boxes of Life” by Dick Bowles, Ten Speed Press; 1st Paperback Edition (August 1, 1981)

Demanding a completely new career model in companies
58% of companies are redesigning
or planning to redesign their career
model
Deloitte HC Trends 2017
83% of companies expect to have an
“open” or “highly flexible” career
model within the next 3-5 years
While 33% of companies promote
vertical career moves, 67% now
promote horizontal or project based
career progression
31% of companies expect careers to
be 3-5 years long
60% expect them to be
10 years or less
Learning and career management
software is the #1 fastest growing
segment in HR technology
(Sierra-Cedar 2016– 2017 Survey
HR White Paper)

Our Challenge in 2018
How do we re-architect corporate learning to deal
with this new world of work?

CEOs, CFOs, CHROs agree on #1 issue: risk of retaining and attracting top talent
CEOs have awakened to the problem
TCB-1652 Conference Board C-Suite Challenge 2018, n=570
Failure to Attract, Retain Talent
Developing Next-Gen Leaders
Healthcare for Employees
Developing System for Performance
Workforce Diversity

L&D Budgets Are Increasing
The average large L&D organization has 22 different tools, technologies, and
platforms to support corporate learning.
Source: Toward Maturity 2017, Benchmark Report, n=700
41% 40%
20%
69%
28%
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Increased Stayed the same Decreased
L&D Budget
Percent Spent on Technology

L&D Teams growing in size
Source: Sierra-Cedar HR Systems Study November 2017
Learning & Development Is The Fastest Growing
Headcount Growth in HR Function
Also: 68% of organizations are
investing in “career
management” tools, second only
to analytics in priority

Yet until now, L&D has not been keeping up
75%
of the workforce will be made up of
Millennials by 2025, yet 45% tell us they
get no leadership development at all.
45%
of North American survey respondents
think their current skills will be
inadequate in three years
Source: A New Model for Corporate Learning, by Karie Willyerd, Alwin Grünwald, Kerry Brown, Bernd Welz, and Polly Traylor, Deloitte Human
Capital Trends 2017, Deloitte Millennial Survey 2017, Bersin High-Impact Learning Organization 2017
of global survey respondents think their
companies are not giving them
opportunities to develop
59%
The Net-Promoter
Score of L&D rated
by non HR
professionals is -8!
- Bersin HILO 2017

We are here
E-Learning
& Blended
1998-2002 2005 20182010
Self-Study
Online Learning
Course Catalog
Online University
2020
Learning
In Flow of
Work
LearningInTheFlow
ofWork
Instructional Design
Kirkpatrick
LMS as
E-Learning Platform
Talent
Management
Career Focused
Lots of Topics
Learning Path
Career Track
Blended Learning
Social Learning
LMS as Talent
Platform
Digital
Learning
Everyone, All the
Time, Everywhere
Micro-Learning
Real-time Video
Courses Everywhere
Design Thinking
Learning Experience
LMS invisible
Data Driven, Mobile
Continuous
Learning
Learning On Demand
Embedded Learning
Video, Self-Authored
Mobile, YouTube
70-20-10
Taxonomies
LMS as Experience
Platform
Formats
Philosophy
Users
Systems
Source: Bersin by Deloitte, Deloitte Consulting LLP
From e-learning to “learning in the flow of work”
We are entering a whole new era of L&D technologies and architecture

26
What is Learning
In the Flow of Work?

A simple model to consider
Micro-Learning Macro-Learning
I need help now. I want to learn something new.
• 2 minutes or less
• Topic or problem based
• Search by asking a question
• Video or text
• Indexed and searchable
• Content rated for quality and utility
• Several hours or days
• Definitions, concepts, principles, and practice
• Exercises graded by others
• People to talk with, learn from
• Coaching and support needed
Is the content useful and accurate? Is the author authoritative and educational?
Videos, articles, code samples, tools Courses, classes, MOOCs, programs

Microlearning: The Hype is Real
Hype Stage
Reality Stage
Google Trends interest in “Microlearning”
Trough

Where does macro and micro learning apply?
Macro
Macro
Micro
Micro
Micro
Micro
Micro
Credential
Teach
New on the Job Seasoned Expert
PaceofLearning
Normal
Great
Bad

At the employee level, this is a problem of creating “flow”
Level of
Challenge
Level of Skill
Onboarding
New
Assignment
If you can do it,
Learning in the
flow of work
drives
productivity,
energy,
engagement,
and retention
New Hire
Experience
Plateau
Promotion

New research by O’Reilly demonstrates this cycle
Evaluation of more than 200,000 learning activities in the O’Reilly books and media network
Novice
Literate
Capable
Expert
Structured Content
(Macro Learning)
(58%)
Un-Structured Content
(Micro Learning)
(42%)
O’Reilly study of over 200,000 learning interactions for engineering and software skills found
that 58% are “structured” or linear, and 42% are “ad-hoc” or content focused.
© O’Reilly Media, Inc.

New research by O’Reilly (one of the largest publishers of tech pubs)
Novice
Literate
Capable
Expert
Structured Content
(Macro Learning)
(58%)
Un-Structured Content
(Micro Learning)
(42%)
O’Reilly study of over 200,000 learning interactions for engineering and software skills found that 58%
are “structured” or linear, and 42% are “ad-hoc” or content focused.
© O’Reilly Media, Inc.
Seasoned, High Performers
Use self-directed discovery for problem-solving, and
nonlinear instruction to acquire new skills.
Require high-quality, relevant content with depth and breadth.
New to Topic, Role, Skill
Learn basics through comprehensive, sequential (linear) instruction.
Require structured, highly curated content

Does micro-learning work? Yes…. The Ebbinghaus forgetting curve
Source: “Repeated retrieval during learning is the key to long-term retention” by Jeffrey D. Karpicke, Henry L. Roediger III, Journal of Memory and Language, August 2007.
http://www.sciencedirect.com/science/article/pii/S0749596X06001367

Repetition, spacing, questioning
Add Spaced Repetition - Learning Improves Further

How Does It Look?
Micro Learning is Small Doses of Actionable Information
Source “The art and science of learning that sticks,” Grovo, 2017

Add “Practice” or “Retrieval Practices,” and learning goes up even more!
• “Not only does retrieval produce
learning, a retrieval event may actually
represent a more powerful learning
activity than an encoding event.”
• “Retrieval practice produces more
learning than elaborative study,
implying that the act of reconstructing
knowledge itself is one of the most
powerful learning activities we can
produce.”
28%
46%
41%
69%
Study Repeated
Study
Concept
Mapping
Practice and
Retrieval
Technical Material
Percentage Retained Two
Weeks Later
Source: “Retrieval Practice Produces More Learning than Elaborative Studying with Concept Mapping, “ Karpicke and Blunt, Purdue, 1/21/2011

But it’s not quite enough. We see four broad modalities today
Micro Learning
Videos, blogs, articles,
micro-learning programs,
curated feeds,
on-demand,
in the flow of work
Macro
Learning
MOOCs, courseware,
courses, simulations,
assessments and may
include VR and AR
“University”
Learning
Events, innovation
sessions, leadership
programs
Experiential
Learning
Coaching, developmental
assignments,
mentorship, exposure
Only 31% of companies
offer continuous learning
opportunities, only 14% feel
effective in this area, yet
79% of L&D professionals
investing in this model.
42% of companies believe
they effectively help people
perform in future role, 29%
in future role, yet focus here
is high and growing
Only 38% of companies
offer development activities
outside of formal training,
continuous focus needed
83% of companies have a
corporate university and
32% say its usage is
increasing
Source: Bersin by Deloitte High-Impact Learning Organization 2017, n=1200
ATD “Microlearning: Delivering Bite-Sized Knowledge,” n=596

ExperientialLearningMethods
Source: Bersin, Deloitte Consulting LLP 2017
4%
20%
22%
18%
21%
48%
56% 55%
43%
50%
7%
22%
35%
29%
32%
58%
64%
58%
61%
64%
10%
36%
53%
44%
57%
85% 84% 85% 85%
88%
12%
31%
57% 57%
65%
79%
85%
88%
91% 93%
External job
swaps
Apprenticeships Job rotations Job shadowing After-action
reviews
Mentoring On-the-job
assignments
Conferences On the Job
Assessments
Development
plans
Level 1 Level 2 Level 3 Level 4
Our research shows: High-impact learning is very multi-faceted

2018 Bersin Learning Organization Maturity Model
Source: 2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees; Bersin by Deloitte, Deloitte Consulting LLP
Episodic / Programmatic
Level 1
Responsive / Contextualized
Level 2
Continuous / Empowering
Level 3
Anticipatory / Flow
Level 4
6%
20%
39%
35%

So…
Are we really ready for this shift?
Yes we are.

77%
53%
32%
4%
6%
13%
10%
15%
26%
4%
14%
15%
5%
10%
13%
2009
2012
2016
ILT Virtual ILT Online self-study On the Job Collaboration
ILT shrinking in volume,
growing in importance
Online and collaborative
learning Is finally
working
OTJ and apprenticeship
is growing rapidly
Today only 16% of L&D spending is allocated to instructor delivery, vs. 21% in 2011 and 33% in 2006
The content shift has happened
Source: Bersin Corporate Learning Factbook® 2015, Bersin by Deloitte, Deloitte Consulting LLP

Learning Technology Has Been Modernized (at last)
CBT E-Learning Video Everything

Learning preferences have changed
Top Priorities in 2017
Personalization/
Adaptive Delivery
Collaborative/
Social Learning
Micro-learning
Virtual, augmented reality
Mobile delivery
Jumped up
From #2 last year
Jumped up
From #5 last year
What did NOT make the top
five areas of focus this year?
• Curation
• Gamification
• Video
• MOOCs
• Developing L&D function
These areas are becoming
“mainstream” or commodity-like
features of learning.
Source: Donald H. Taylor, Learning Sentiment Study 2017, 885 L&D respondents, 60 countries
Artificial Intelligence
All new “digital”
technologies

Traditional Learning Organization Capabilities
Content
Development
Learning
Evaluation
Instructional
Design
L&D
Performance
Consulting
Learning
Delivery
Division /
Country
Leadership
LMS
Administration
New/Enhanced Learning Organization Capabilities
Strategic Enablers
Content
Curation
Experience
Design
Data
Analysis
Branding &
Communication
Experience
Management/
Architecture
Tech Tools
& Leadership
Experience
Leadership
Multimedia
Development
App
Development
User
Experience/
Interface
Design
Core
L&D technical capabilities are changing

Biggest skills gaps in L&D
Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017
Priority Skills for 2018
1. Performance Consulting
2. Information Architecture
3. Experience Design
4. Learning Technology &
Infrastructure
5. Learning Analytics
6. Social, Collaborative Learning

The new learning architecture
It’s just now becoming clear

The new learning architecture is multi-faceted, not LMS centric
Learning
Aggregation
Platforms
Prescriptive
Learning
Platforms
Spaced and
Micro
Learning
Platforms
AI based
analysis and
learning tools
Gamification
environments
Virtual reality
systems and
products
Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.

Many learning tools are needed
Source: Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017
Source: Sierra-Cedar HR Systems Study, 2017
Change Is Here:
38% of LMS users
want to “improve
the user
experience”
28% of companies
are buying a new
core learning
platform
14% are planning
on replacing their
LMS

New Learning Tech Segments Are Becoming Clear
Learning Experience
Platforms
Degreed, EdCast, PathGather
Jam, Fuse, Percipio, Cornerstone,
Valamis, Tribridge, …
Program Experience
(Delivery) Platforms
Intrepid (Vitalsource), NovoEd
EdX, Everwise, OpenEdX, Blackboard,
Instructure, ...
Micro Learning
Platforms
Axonify, Grovo, Qstream, Practice,
Rehearsal, Jubi, Wisetail, Mindtickle, etc.
LMS and Content Platforms
Traditional: Cornerstone, Saba, SuccessFactors, SumTotal
Modernized: Workday, Oracle, SAP, Bridge, D2L, Litmos, Intellum, Docebo, others
Assessment, VR, Development Tools
Video Authoring, Intelligent assessment, spaced learning,
gaming, virtual reality, collaboration, simulations, …
Content Libraries
Udacity, Coursera, EdX, Udemy, Pluralsight,
SkillSoft, CrossKnowledge, hundreds of others
Learning Record
Store
GrassBlade, Learning Locker,
Saltbox, Yet, Watershed
1 2 3
4 5
6 7

Smart chatbots are here
Learning through conversations
What Pay?What Role? What Shifts?What Experience?

Lots of experiments and pilots now going on
Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2017

The Likely Future: Microsoft Teams as Learning Platform

believe their
employees are fully
aligned with the
corporate purpose
23%
believe internal
processes for
collaboration
are working well
14%
are excellent
at building
a differentiated
employee
experience
22%
are using design
thinking as part
of crafting the
employee
experience
10%
Say problem
is urgent
38%
Culture, engagement, and beyond
Focus on the employee experience
Source: Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016

Self Service Intelligent ServicesCase Mgt. AI/Voice App Interfaces
Engagement
Feedback
Recognition
Learning
Career
Coaching
Performance
Goals
Succession
HRMS
Payroll/Time
Communications
Analytics/AI
ONA
Workforce Mgt
Wellbeing
Rewards
Benefits
Sourcing
Recruitment
Assessment
White collar Hourly Senior leaders Line managers Candidates Contractors External network Alumni
Senior Geographic
Business Partners
Talent Specialists
(OD, sourcing, recruiting, learning,
organized in networks of excellence)
Wellbeing, safety, culture,
engagement, recognition
Analytics, Monitoring,
Predictive, WF Planning
HR Tech,
App development
Research, Market
Best Practices,
Comp, Ben, Rewards HR Prof DevelopmentHR Ops, AI and Bots,
Intelligence
Junior
Geo Bus Partners
Teams@Work
(productivity, services, team
management, wellness, feedback,
recognition, learning)
People@Work
(productivity, services,
team management,
wellness, feedback,
recognition, learning)
Candidates@Life
Candidates (products,
jobs, projects,
opportunities)
Leaders@Work Alumni@life
The HR Technology Architecture Of The Future

How Can You Get There?
Realign your strategy, process, skills, and
technologies.

You Must Invest: Level 4 Companies Outperform Their Peers
Level 4 Companies
8X higher net-
promoter score
107% higher
average earnings
per share
59% higher
average three year
share price
Source: 2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees; Bersin by Deloitte, Deloitte Consulting LLP

We must not forget the critical role of culture
Great Corporate
University
Strong CLO
Excellent
L&D Skills
Strong Talent
Process
Excellent Training
Technology
Great L&D
Measures &
Effectiveness
Have we created an organization
which truly has a culture to learn?
Does Leadership
reinforce the need
to Learn?
Can we get time
from experts and
leaders?
Do people share
information
openly?
Do people feel
empowered to
point out errors?
Do we listen
to customers
openly?
Do we take
the time to
reflect?
Do people
move around
and take risks?
Are experts
rewarded and
valued?

A Renaissance In Learning Has Arrived: 2018 is the Time

About Deloitte
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a
detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public
accounting.
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor
should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may
affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who
relies on this publication.
Copyright © 2017 Deloitte Development LLC. All rights reserved.

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