BLI Learning Leaders Symposium - Bersin Trends in Learning

Copyright © 2012 Bersin & Associates. All rights reserved.
Next Generation Learning
and Trends
Julie Duda
June 27, 2012
Onsite Presentation for MACPA / Business Learning Institute

Copyright © 2012 Bersin & Associates. All rights reserved. Page 2
Objectives for Today
 Review the challenges facing learning
organizations today and the resulting evolution of
learning strategies.
 Discuss new approaches for development.
 Describe how measurement and evaluation of
learning is changing.
 Summarize the changes need to become a high-
impact learning organization.

What is Training? Myth vs. Reality
All Learning Needs
Traditional
Role
“training”
WHO ADDRESSES
THIS OTHER STUFF?

How did L&D work in your
organization?
What were the big challenges?
What kept your org up at night?
Do You Remember 2000?

When did the World Change?
The Mobile, Borderless Workplace
Employee
Mentor
Peer
Partner
Candidate
Customer
Manager
Contractor
W o r k p l a c e
750 million people on
Facebook
130 million people on
LinkedIn
1.3 billion mobile phones
1.4 million iPads
45% of workers are
“contingent”
75% of workers mobile
Consumer-ization of
Business Technology

2012 Business Environment
Innovation, globalization, cost containment
What Are Your Organization’s Top Business Challenges for 2012?
© Bersin & Associates, Corporate TalentWatch®
Research, Senior HR and Business Executives,
1/2010
■ Dec. 2011 ■ May 2011

Today’s Talent Challenges
Disruptive
Changing
Demographics
Specialization
Free Agent
Economy
Too Many
Candidates

#1 Risk
Loss of Customers
#2 Risk
Talent and Skill
Shortages

The Ill-Prepared US Workforce
 Only 32% of college graduates
have “excellent” skills to enter
the workforce
 Only 16% of high school
graduates have such skills.
Missing are:
• Professionalism/work ethic
• Creativity and Innovation
• Lifelong learning/self-direction
• Critical thinking/problem solving
 Only 18% of workforce training
programs raise skills from
“deficient” to “adequate”

Why L&D?
In 2011…

Top 2011 L&D Challenges

Skills and
Competency
Development
Talent /
Capability
Development
Learning
Culture
Development
By 2011 HILOs Contribute to Org
Performance in 3 Ways
Increasingly, talent needs drive learning programs.

A Traditional Approach
 Some attention
given to before
and after…
 Primary
emphasis and
most resources
given to
intervention;
 Training
function has
little to no
ownership for
the rest.
Before Intervention After
The Learning Function’s
Responsibility

How Real Corporate Learning Occurs
Formal
Training, 10%
Coaching On
the Job, 70%
Information in
Support of
Work, 20%
Bersin & Associates Research
High Impact Learning Organization 2008
We need to optimize this
Not
just
this

Learning - Where are we headed?

A New Role for L&D
The “Enabler and Facilitator” of Learning
ModernTraditional

Need for Informal Learning
Which learning approaches drive the greatest business value
in your organization?
72% of companies believe
their most valuable
learning approaches
are informal, yet only
30% of resources
are focused here

A Continuous Learning Approach
Learning Environments

Continuous LearningExpert
Novice
Time
The Continuous Learning Model
Traditional Training
Training
Event
Job
Aids
E-learning
courses
Coaching
Mentoring
Social
Networking
Career
Curriculum
Communities
of Practice
Mobile
Learning

The Learning Environment
Expanding the Definition of Blended

TELUS
Evolution to Learning 2.0
Learning 1.0
Structured Learning
Classroom & Electronic
Top-Down & Push
Centralized Content
Taxonomies
Training Vendor Experts
Scheduled & Planned
Localized Search
Learning 2.0
Collaborative & Structured Learning
Social Learning
Self-Service & Pull
User Generated
Content
Tags / Ranking
Comments / Discussion
Community
Experts
Real Time +
On Demand
Google Like Search
Plus Learning 1.0
Informal Learning

But do We Know what Really Matters?
Great Corporate
University
Strong CLO and
Alignment
Excellent
L&D Skills
Use of rich media
and social tools
Excellent Training
and E-Learning
Innovative
program design
Have we created an organization
which truly has a culture to learn?
Does leadership
reinforce the need
to learn?
Are decision-
making processes
clear?
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?
Is expertise
rewarded and
valued?

What About Learning Culture?

Where L&D Measurement Is Today
 Most organizations regularly measure satisfaction
 Some organizations regularly measure impact
 ROI has grown but few measure it regularly
 Many excellent methodologies are now available
 Most continue to struggle with:
• Lack of resources and tools
• Lack of an integrated “business plan” for learning
• Lack of clarity on “what to measure” and “how to communicate”
• How to make measurement actionable and repeatable

What challenges does L&D face?
Bersin & Associates, High-Impact Learning Organization research 2011

A Process, not a Project
80% Data Capture
20%
Analysis
20% Data Capture
80%
Analysis
Measurement as a
Project
Measurement as a
Process
Less information
collected in a consistent and
regular process is better
than more information
collected once.

Impact Measurement Framework®
© Bersin & Associates
Adoption Utility AlignmentEfficiency Attainment
Did you reach the
desired audience?
Did they complete or
comply as desired?
Who did not comply
and why?
How well do programs
solve the workforce’s
particular problems?
How well did it align
to the specific job-related
problems and issues?
Would learners recommend
this program to their peers?
How efficient and
cost-effective
How did it compare
to other similar programs
or competitive programs?
How well did it use
learner’s time?
How well were
program business
priorities defined?
How well did business
units buy off on the
value of this program
relative to
other investments?
How well did you
meet specifically
defined client
(business user
or customer) objectives?
These may be
revenue, time to
market, compliance,
time to complete, etc.
Individual Performance Organizational Performance
Satisfaction Learning
Indicators asked of learners and managers to gauge
performance improvements.
Specific operational measures identified in the
performance consulting process.
General business measures or HR measures which are
already captured in the organization (ie. engagement,
retention). Special surveys can be used to determine
indicators using the “wisdom of crowds.”
1
3
2
4 5 6 7
8 9
10 11
13 Activity
FeedbackContribution

Criteria for an Effective
Measurement Process
1. Is it easy to understand and implement?
2. Does it deliver reliable and credible information?
3. Does it deliver actionable information?
4. Is it inexpensive to operate and maintain?
5. Is it flexible to implement and change over time?
6. Is it relevant to your organization’s specific strategies?
Does it represent your training goals and processes?

Modern Enterprise Learning Index
A New Set of Measures
 An Aggregate Index of 10
Indicators of Corporate
L&D’s readiness/capacity to
support learning agility and
thrive in the face of
transformative change (the
L&D 10).
 5 Internal Indicators of
Org’s Capacity for the
Approaches/Disciplines/Te
chs of Modern L&D
 5 External Indicators of
Org’s Agility – Ability to
remain in Alignment with
Modern Biz
Modern L&D Research, © Bersin, 2009, 798 respondents, www.bersin.com

31
•Entry Point for All Roles
•Program
Registration, Access &
Reporting
•PDG Historical
Development &
Designation Transcript
•July 2009
Development
Highway
MAX Components & Features
31
One place for everyone in the firm to access
development that drives business results
•Live, Interactive
Classroom without Travel
Expense
•Breakout Rooms
•Record & Playback
Sessions
•July 2009
Instructor Led
Virtual Classroom
•Self-Paced eLearning
Courses
•Program Materials (PDF,
Audio)
•2009-2010+
Independent
Study
•Leverage metrics to Drive
Decision Making
•Producer Profile
Capability
•Nov 2009
Analytics
•Communities of Practice
•Discussion Forums
•Collaborative Knowledge
Sharing
•2010
Online
Communities
•Skills/Competency and
Performance
Management
•Development Planning
•Bench Development &
Succession Planning
•2010+
Talent

Summary
1. To drive the greatest business value, focus on
building a learning environment that includes formal
and informal learning approaches.
2. Become facilitators and enablers of learning.
3. Rethink traditional approaches to design and
development by viewing learning as a continuous
process and not a series of events.
4. Be accountable to talent needs.
5. Cultivate a learning culture.
6. Master measurement.

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