This document discusses how to future proof an organization's learning and development strategy. It highlights key drivers of change for L&D, including new regulations, business needs, workforce development, and changing business conditions. Data shows that L&D professionals want to better support business goals like productivity, customer satisfaction, and staff retention. The document advocates adopting new approaches like mobile learning, social learning, and aligning L&D more closely with business priorities to prepare for an uncertain future. It provides examples of how leading organizations are innovating their L&D strategies to respond faster to change and better support organizational talent needs.

1. Future proofing your
L&D strategy
Laura Overton
Data in this presentation is drawn from 2000 staff participating in the Towards
Maturity Learning Landscape www.towardsmaturity.org/learner
and 500+ L&D professionals participtating in the Towards Maturity Benchmark Study
www.towardsmaturity.org/2013benchmark
Images courtesy of freedigitalphotos.net
New Learning Agenda graphic courtesy of Brightwave
Laura@towardsmaturity org
Lauraoverton

2. Talent
Business
Priorities
Technology
Change
New
Learning
Agenda

3. What driving change for L&D?
Comply with new regulations and
legal requirements
Help implement new processes or
new products
Develop a better qualified
workforce
Provide a faster response to
changing business conditions
84%
36%
89%
40%
89%
59%
93%
47%
91%
Increase productivity
49%
89%
Improve customer satisfaction
52%
Improve staff satisfaction/retention/
motivation
94%
55%
2013 N=447
% of or participants wanting this benefit
2008 N=261
L&D want so much more

4. 10 years of Benchmarking
2004
2014
What do we know today that can help us
better prepare for tomorrow?

5. Fact
Learning innovation, done well,
delivers bottom line results!
+ Adding Value
14% Productivity
19% Staff engagement
9% attrition rates
Improving efficiency
12% Time to competency
-
22% learning delivery time
17% Training Cost

6. Top Learning Companies
TM Index
Those in the top quartile of TMI are delivering more results, faster!
Productivity
Agility
Efficiency
Top learning companies are defined as those in the top quartile of the @towardsmaturity index see appendixB for detail

7. Only
41%
of
L&D leaders believe that
their business leaders
recognise that learning is
aligned to the business

8. How?
•
Assigning board level accountability
for learning
•
Mutually agreeing business metrics
that learning needs to address
•
Analysing the business problem
before recommending the solution

9. Be Through
Touch we are
linking company and
individual aspirations to
achieve a transformation in
the business
Dr Chai Patel, Chairman
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

10. In a
VUCA
world
you can’t afford a 18 month
lead time on delivery!

11. How?
•
Prepare for change
•
Use of technology that allows you to
respond faster:
•
•
•
live online learning
social media
video

12. 3 in 5 learners say the
course is effective in helping them
learn what they need for the job
88% want to learn
at their own pace

13. How?




Revisit the blend
Frameworks for learning
Transfer of skills
Facilitating collaboration

14. L&D need to consider
how to support a
continual learning
process that builds
confidence and
capability of workers
and improves business
results for organisations
Peter Cheese, CEO, CIPD

15. How?
Welcome innovation
Make time for reflection
Support sharing
Embed learning where needed
Equip line managers

16. • Developing high performing
sales and management
• Learning shaped by users
and managers
• Defining and supporting the
role of the sales manager in
the process
• ‘The power hour’ – applying
and sharing
• 55% participants agreed the
programme had impacted
sales
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

18. How?
Support recruitment and onboarding
Integrate with performance support
Integrate succession planning and
learning

19. • 62% of learners are
using mobile to access
resources to help them
do their job
• Half of them are using
their own technology
• Where are they learning?
– 51% When they need it
– 24% On the way to work
– 44% At home and weekend
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

20. How?




Establishing relationships with IT
Mobile
Cloud
Building the skills for flexible
learning
40%
agree
15%
agree
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

21. 55% of CEO’s
believe that their
customers are most
likely to influence
their strategy going
forward
IBM Customer Activated Enterprise – Oct 2013
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

22. How well do we respond to our
learners?
2/3 of learners want their
learning to be recognised
23% of L&D reward or
recognise online learning
75% are happy to engage
with online learning
40% say staff lack skill to
manage online learning
65% are motivated by
technology that allows them to
share
18% think their learners
know how to connect and share

23. How?
• Understand how staff are
currently learning
• Challenge your own assumptions
• User led design
• Communicate constantly
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

24. Be It is
important for us to listen
to our audience on how they
want to learn
Lauraoverton #bethebest13
• Releasing learning
beyond the LMS
• Personalising
learning so that
staff can access
what they need for
their role
• Connecting and
community
• Short Sharp Videos
www.towardsmaturity.org/2013benchmark

25. Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

26. How?
 Ask – what does good like and
focus on that
 The right tool for the job
 Do not rely on the latest
technology to do the job for you
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

27. • 2 years ago 90% was f2f
learning
• 1st project to reduce call
handling times
– Short bite sized content
– Addressing top 4 issues
only
– Reduced call handling by
20%
• Success breeding
success
Be Be brave, challenge, take
risks but don’t get carried away
– do one thin, do it well then
move on!
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

28. Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

29. How?
• Governance/ownership
• Modelling change in learning
• Speaking the language of
business
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

30. Future Proofing your learning
Strategy
How future proof is your L&D strategy?
Compare with others at www.towardsmaturity.org/mybenchmark
Lauraoverton #bethebest13
www.towardsmaturity.org/2013benchmark

31. Peter Cheese, CEO, CIPD
The CIPD welcomes
Toward Maturity’s New
Learning Agenda as a
framework for L&D, HR
and business leaders to
work together in new
ways, in the midst of a
rapidly evolving work
context, to deliver great
business results through
engaged and motivated
staff.

32. Download the
New Learning
Agenda
Today
Or ask us for your future
proof L&D information pack
www.towardsmaturity.org/2013benchmark

33. This study is made possible thanks to
Towards Maturity’s Ambassadors:
Leading learning organisations who share our passion that independent
research should be freely available to all .
To join or find out more go to:
www.towardsmaturity.org/ambassadors

34. About Us
Contact us via:
Lauraoverton
Towardsmaturity
New Learning Benchmarksn
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
technology benchmark in Europe.
Download our case studies to support
your business case for change at
www.towardsmaturity.org
Find out your own Towards Maturity
Index to see if you are amongst the
top learning companies at
http://mybenchmark.towardsmaturity.org/