Whether you are an individual or team of 100, one thing is clear: times are changing and the skills in our L&D teams need to evolve.
New learning models, constantly changing technology tools and an increasing demand from customers means that there is often very little time to build our own skills and (more importantly) confidence.
In this webinar delivered by Laura Overton, we looked at:
- Evolving L&D - what new skills are needed?
- How to develop skills when time and money is short
- What's worked and what hasn't for other organisations
- How to prioritise your next steps
Benchmark today and see how your strategy compares with peers around the globe: http://towardsmaturity.org/benchmark
9. NEW MODELS OF LEARNING
Integrate
Learning
& Talent
Develop
Learning
Culture
Transform
Training
ALIGNING TO NEED
Customer
Activated
Learning
2 Way
Business
Alignment
EQUIP L&D AS AGENTS OF CHANGE
THE TOWARDS MATURITY NEW LEARNING AGENDA – A ROADMAP FOR CHANGE
11. TM Index
THE TOP 10%
New for 2014/15
Defining
Need
Learner
Context
Work
Context
Building
Capability
Ensuring
Engagement
Demonstrating
Value
Where to start?
Who is reporting the
best L&D outcomes?
What are they doing
differently?
TheTowardsMaturityModel
12. BENCHMARKING IS ALL
ABOUT PERFORMANCE
Improved application
of learning in the
workplace
Faster response
to changing
business conditions
Increased
productivity
on the job
TOP DECK Average
2x
revenue
improvements
50%
improvement on
attrition
25%
increase in staff
engagement
13. WHAT L&D SKILLS ARE NEEDED?
Defining
Need
Learner
Context
Work
Context
Building
Capability
Ensuring
Engagement
Demonstrating
Value
Analysis
Influencing
Consulting
Business acumen
Marketing
Evaluation
Communication
Managing change
Design
Learning transfer
Supporting Performance
Facilitating community
‘L&D essentials’
14. 87%
89%
89%
91%
91%
93%
96%
96%
96%
Business planning
Delivery via virtual classroom
Instructional design
Marketing and stakeholder
engagement
Digital content development
Using social media effectively
Online or blended learning
delivery
Supporting learners online
Programme evaluation
Considered a
priority
PRIORITY SKILLS FOR 2015
15. 87%
89%
89%
91%
91%
93%
96%
96%
96%
47%
34%
49%
42%
31%
15%
47%
36%
41%
Business planning
Delivery via virtual classroom
Instructional design
Marketing and stakeholder
engagement
Digital content development
Using social media effectively
Online or blended learning
delivery
Supporting learners online
Programme evaluation
Current skills in house
(avg)
Considered a priority
WHAT DO WE CURRENTLY HAVE IN HOUSE TODAY?
We are
learning
professionals
– why is the
big gap?
16. 87%
89%
89%
91%
91%
93%
96%
96%
96%
47%
34%
49%
42%
31%
15%
47%
36%
41%
79%
56%
68%
70%
44%
50%
81%
71%
70%
Business planning
Delivery via virtual classroom
Instructional design
Marketing and stakeholder
engagement
Digital content development
Using social media effectively
Online or blended learning
delivery
Supporting learners online
Programme evaluation
Current skills in house
(top Deck)
Current skills in house
(avg)
Considered a priority
TOP DECK ARE ACTIVE IN BUILDING PRIORITY L&D CAPABILITIES TODAY
50% more likely
to provide CPD
opportunities
for L&D staff
25. 5. BUILD YOUR CONFIDENCE
FEEL THE FEAR BUT DO IT ANYWAY!
26. 55% Increased productivity
40% Greater responsiveness to new
39% +ve employee engagement
37% Increased profitability
36% Lower employee turnover
22% Positive ROI
18% Reduced cost
14% Change in business direction
11% Stronger Employee brand
USE THE EVIDENCE TO BUILD YOUR CONFIDENCE:
What are
business
leaders
Looking for to
justify a major
investment?The C suite Imperative 2014
27. Gaining Market Share
17% rise in customer satisfaction
10% improvement in revenue
Talent
9% reduction in attrition
17% improvement in engagement
14% improvement in productivity
12% reduction in time to competency
Deliver New Products & Services
Change new products & services 23% faster
Roll out new IT applications 26% faster
WHAT CAN LEARNING INNOVATION BRING TO THE TABLE?
AND Deliver Efficiency
- 17% Cost reduction
+21% Volume
- 22% Delivery time
- 20% Study time
33. BASED STRATEGY
FOR L&D SKILLS
DEVELOP AN
Start your journey: benchmark today
www.towardsmaturity.org/benchmark
34. Towards Maturity is a benchmarking practice that provides authoritative research
and expert consultancy services to help assess and improve the effectiveness and
consistency of L&D performance within organisations. It leverages the data gathered
from the largest learning and development benchmark in Europe.
Find out your own Towards Maturity Index™ to see if you are amongst the top
learning organisations at: www.towardsmaturity.org/benchmark
Download our case studies to support your business case for change at:
www.towardsmaturity.org
About Us
Whether you are an individual or team of 100, one thing is clear: times are changing and the skills in our L&D teams need to evolve
New learning models, constantly changing technology tools and an increasing demand from customers means that there is often very little time to build our own skills and (more importantly) confidence. In this webinar we will look at: Evolving L&D - what new skills are needed?
How to develop skills when time and money is short
What's worked and what hasn't for other organisations
How to prioritise your next steps
Interactive question -
Interactive question -
Business alignment: Many L&D functions are seriously exploring how they can better align with business needs. It was the number 1 focus for the last 12 months, and next 12 months in our annual L&D survey of over 1000 practitioners.
Using metrics effectively: Alongside business alignment, effective L&D functions want to know their business impact. They are increasingly using business metrics and ROI to calculate effectiveness. For example Mattel, the toys manufacturer are increasingly measuring behavioural change, rather than number of training courses or hours completed. (360, manager involvement, before/after). This can also mean using pilots effectively to measure impact.
Learning at the point of need: Many L&D functions are focusing their activities, not on year long programmes which take 6 months to develop, but bitesize learning which can be accessed in the work flow. For example the charity Barnardo’s have introduced embedded performance support into their technology applications to support learning on the go.
Behavioural science: Many L&D functions are looking at how they can use behavioural science (such as neuroscience), to inform their approach to learning design and leadership development. For example Volvo have applied principles of effective learning and memory formation to their training delivery. BT have focused their leadership programme on how the brain responds to train.
Social learning: Many organisations are starting to focus on social learning (whether that be bringing groups of learners together for discussions, or making use of internal and external social media networks. For example Santa Fe, an international relocation company have started using social learning extensively. Anyone can upload content to a site, which can then be discussed throughout the organisation
Content curation: Many L&D practitioners are realising they don’t need to create content from scratch. Instead they can curate it, both from in and outside the business. This also means using subject matter experts, to deliver L&D interventions. If a business leader is an expert influencer, why record them and share the expertise via the company intranet. For example PwC are now focusing learning initiatives less on large scale programmes and smaller events, supported with curated information such as Videos or interesting PDFs.
Last year’s study outlined a New Learning Agenda, based on historical evidence, it provides us with a roadmap for modernising learning that is explored in the 2014 report.
To what extent are we equipped to deliver a new learning agenda?
We have most of the skills we need to deliver
We have some of the skills
We’ve identified a big skills gap
We don’t really know what skills we need
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.
For the past 10 years the Towards Maturity Study has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that are consistently
In terms of bottom line results they are also reporting
double the revenue increases compared to peers as a result of learning
50% improvement on attrition rates
25% increase on staff engagement
But what are the top deck doing differently and what can we learn from them?
What do our staff and business leaders need from us (productivity improvements, performance enhancement, life made simpler in a complex world) vs what do they ask from us ( another course, elearning module or the next shiny thing).
Then consider - do we have the skills to deliver this level of service in house?
The New Starter’s voice is just one example of how can use evidence to challenge our existing thinking. Here Towards Maturity asked staff how they currently learn what they need to do their job, what is important to them and where they go to learn. If these were your learners , would their responses challenge the way that you currently support this group of people?
If you are serious about improving business performance and therefore the performance of your team.
Use the feedback to prioritise actions and reflect on the outcomes for your team and your business.
The 2014 Towards Maturity Benchmark outlines that learning innovation, done well, continues to deliver results that the board will be interested in.
These are conservative numbers gathered over 3 years from a minimum of 381 participants ( some are generated from inputs of over 600 participants). Use them to help you make your business case for change.
The 2014 Towards Maturity Benchmark outlines that learning innovation, done well, continues to deliver results that the board will be interested in.
These are conservative numbers gathered over 3 years from a minimum of 381 participants ( some are generated from inputs of over 600 participants). Use them to help you make your business case for change.