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How Xerox Services is Driving Learning Culture with New L&D Technologies

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How Xerox Services is Driving Learning Culture with New L&D Technologies

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Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.

In this presentation you will learn:

-What learners can teach L&D professionals about learning

-What types of technologies can enable continuous learning

-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning

Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.

In this presentation you will learn:

-What learners can teach L&D professionals about learning

-What types of technologies can enable continuous learning

-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning

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How Xerox Services is Driving Learning Culture with New L&D Technologies

  1. 1. How Xerox Services is Driving Learning Culture with New L&D Technologies Dani Johnson VP Learning Research Bersin by Deloitte, Deloitte Consulting LLP Todd Tauber VP Product Marketing Degreed Kerry Hearns-Smith VP Learning Strategy & Delivery Xerox Global Learning Services
  2. 2. Copyright © 2015 Deloitte Development LLC. All rights reserved.2 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Market-leading Research Human Resources: Transforming HR into a business-relevant strategic partner Talent Management: Developing world-class integrated talent management strategies Leadership Development: Building better leaders to drive business performance Learning & Development: Creating effective learning functions that drive measureable impact Talent Acquisition: Identifying and recruiting top talent to fuel growth Tools & Technology: Driving competitive advantage through investments in HCM Technologies Bersin by Deloitte is a leading provider of practical research, benchmarking tools, models, strategies, insights and advisory services — all designed to help human capital leaders and their organizations drive exceptional business results. Bersin by Deloitte can help organizations perform more effectively in six critical areas:
  3. 3. Copyright © 2015 Deloitte Development LLC. All rights reserved.3 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 • The organization’s perspective (Dani) • The learner’s perspective (Todd) • Xerox Services’ perspective (Kerry) Today’s Agenda
  4. 4. The Organization’s Perspective Dani Johnson, Bersin by Deloitte
  5. 5. Copyright © 2015 Deloitte Development LLC. All rights reserved.5 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 The business’s perceptions of L&D aren’t great. Into the Spotlight We need to reinvent the learning experience L&D’s Capability Gap tripled from 2014 to 2015 see L&D as a top-3 issue (up from #8 last year) 84% 2015 Deloitte Global Human Capital Trends, n=3,200, Organizations > 1,000 employees
  6. 6. Copyright © 2015 Deloitte Development LLC. All rights reserved.6 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Solution? Make learning continuous. Immediate What do I need to support my success in the moment? Intermediate What do I need to grow in my current role? Transitional What do I need to grow in my career? Source: The Learning Architecture: Defining and Enabling Continuous Learning, Bersin by Deloitte / David Mallon, Dani Johnson, May 2014
  7. 7. Copyright © 2015 Deloitte Development LLC. All rights reserved.7 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Continuous learning takes new methods. Source: Reimagining L&D Capabilities to Drive Continuous Learning, Bersin by Deloitte / Dani Johnson, March 2015
  8. 8. Copyright © 2015 Deloitte Development LLC. All rights reserved.8 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Continuous learning also takes new technologies. Source: Bersin by Deloitte / Dani Johnson, March 2015
  9. 9. Copyright © 2015 Deloitte Development LLC. All rights reserved.9 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Context engines are the future (content’s royalty is exaggerated) Usability is not the same as learner experience; know learners Video is assumed WIFTO: Analytics Consolidation: is the pendulum swinging away? Five trends so far… 1 2 3 4 5
  10. 10. Copyright © 2015 Deloitte Development LLC. All rights reserved.10 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Scenario 1: LMS is central to all other systems. Classroom Support Other Technology Content Authoring Content Mgt. LMS Other Technology Other Technology Other Technology
  11. 11. Copyright © 2015 Deloitte Development LLC. All rights reserved.11 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Scenario 2: LMS and context & experience engine exist side by side. Classroom Support Context & Experience Engine Content Authoring Content Mgt. LMS Other Technology Other Technology Other Technology Other Technology Other Technology
  12. 12. Copyright © 2015 Deloitte Development LLC. All rights reserved.12 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Scenario 3: LMS replaced by content & experience engine. Classroom Support Context & Experience Engine Content Authoring Content Mgt. Other Technology Other Technology Other Technology
  13. 13. The Learner’s Perspective Todd Tauber
  14. 14. Xerox Services Perspective Kerry Hearns-Smith
  15. 15. Xerox Global Learning Services—Client Xerox Delivering human performance solutions through innovative approaches to learning design, delivery and technology. Driving Learner-Centric Learning November 4, 2015 Xerox Confidential and Proprietary28
  16. 16. Xerox Services University (XSU) November 4, 2015 Xerox Confidential and Proprietary29
  17. 17. Common Business Challenges ! 1Workforce 2020: Cultural Changes and Impact on Talent, SAP, 12/2014 2 SHRM research Cost to replace an employee is 50% to 250% of annual salary and benefits.2 1. Lack of employee longevity/loyalty 2. Lack of adequate leadership 3. Lack of adequate technology 4. Lack of skilled talent1
  18. 18. Workforce 2020: Cultural Changes and Impact on Talent, SAP, 12/2014 Employees’ Concerns for their Future ! For employees, obsolescence is a bigger concern than layoffs ~75%: “enable my future success”
  19. 19. Employees & The Business 1. Formal and compliance learning 2. Informal, self-directed learning Percent of learning used on the job: 25% 75% David Grebow, Founder, IBM Institute for Advanced Learning 100% 0% 1. Formal and compliance learning 2. Informal, self-directed learning Percent of typical corporate spending: With XSU, we mix formal and informal learning formats and deliver micro, self-directed learning.
  20. 20. Employees & The Business “In the long run, the only sustainable competitive advantage is your organization’s ability to learn faster than the competition.” Peter Senge Director of Organizational Learning at MIT Sloan “Xerox...an employer of choice, a great place to work and a place where intangible innovation is the norm.” Ursula Burns
  21. 21. Engaged employees… who rapidly deliver results and create business value, as they influence colleagues, leaders, and clients. They are ready for the next challenge. Focused leaders… who spend less time on recruiting and onboarding more time and skills growing business and profit who develop employees for performance. They are ready for the next challenge. Imagine We’re on our way…insightful, innovative learning on-demand November 4, 2015 Xerox Confidential and Proprietary34
  22. 22. November 4, 2015 Xerox Confidential and Proprietary35 The Commons • Collaborative • Supporting • Social • Learning communities • Competency-based Our People • 100,000+ global learners • Diverse set of learners and generations • Building a culture of continuous learning Process • Transformational • Intuitive • Curated • Adaptive to individual and business needs Technology • Delivers the 70:20:10 learning experience • Interoperable, integrated, and mobile • Built for scale and disruption Experience • Personalized • Competency-based learning • Short-form content • On-demand • Social and collaborative XSU
  23. 23. Informal LearningInformal Coaching Networking The 2020 Learner Experience What are the components of effective learning?
  24. 24. The 2020 Learner Experience Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration What are the components of effective learning?
  25. 25. The 2020 Learner Experience Onboarding OLC Performance Enablement Research and Resources Next role development Experience Formal Learning Self-directed learning & reflection Collaboration Onboarding
  26. 26. The 2020 Learner Experience Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration Learning pathways to Learning
  27. 27. The 2020 Learner Experience Collaborate and share Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration
  28. 28. Set pathways and explore new ones The 2020 Learner Experience Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration
  29. 29. The 2020 Learner Experience Explore, think, grow Use business resources and content to create a path.Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration
  30. 30. The 2020 Learner Experience Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration Learning everyday
  31. 31. The 2020 Learner Experience Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration Performance enablement, feedback, and coaching
  32. 32. The 2020 Learner Experience What’s next? Performance Enablement Research and Resources Next role development Onboarding Experience Formal Learning Self-directed learning & reflection Collaboration
  33. 33. “Xerox... an employer of choice, a great place to work, and a place where intangible innovation is the norm.” Ursula Burns Solution: Xerox can fulfill Ursula’s vision and sustain a competitive advantage by shifting to a learning culture. Challenge: “Culture eats strategy for breakfast.” (Peter Drucker) Imperative: Shift the culture via XSU— pathways, the Commons, and You. November 4, 2015 Xerox Confidential and Proprietary46
  34. 34. How do we power effective learning? XSU – Powered by pathways, The Commons, and You November 4, 201547 Learner-Driven Engaged Collaborative Aligned Optimized Xerox Confidential and Proprietary
  35. 35. XSU – Powered by pathways, The Commons, and You November 4, 201548 Learner-Driven Engaged Collaborative OptimizedAligned How do we power effective learning? Xerox Confidential and Proprietary
  36. 36. “Control leads to compliance; autonomy leads to engagement.” Daniel Pink Your profile starts your learning: • Settings—What do I want to learn? • Within the capability framework driven by competencies and the learner Profile Building—Education and Work Experience • Education and Work Experience • Collection—learning assets you have already explored • Insights—overall view of your experience, education, and learning Notifications • Who is following you • Goals you have been assigned Learner Driven How do we power effective learning? November 4, 201549 Xerox Confidential and Proprietary
  37. 37. Learner Driven – Profile Insights November 4, 201550 Features Homepage Xerox Confidential and Proprietary
  38. 38. XSU – Powered by pathways, The Commons, and You November 4, 201551 Learner-Driven Engaged Collaborative OptimizedAligned How do we power effective learning? Xerox Confidential and Proprietary
  39. 39. Highly engaged organizations have the potential to decrease employee turnover by 87%. “According to the research data compiled by Bersin by Deloitte, one of the most important factors in a highly engaged company is the strength of its learning programs.” June 2015 CLO The Dashboard guides your learning: • Today’s Learning—What you might be interested in, driven by competencies • Learning Queue—What you want to learn—You placed the asset here • Recommendations Page—Recommendations made by colleagues Engaged November 4, 201552 Human Capital Institute Xerox Confidential and Proprietary
  40. 40. XSU – Powered by pathways, The Commons, and You November 4, 201553 Learner-Driven Engaged Collaborative OptimizedAligned How do we power effective learning? Xerox Confidential and Proprietary
  41. 41. Groups • Having discussions within a group. • Collaborating to build pathways of learning. • Sharing comments on articles or other learning assets. Ability to follow other learners for mentoring opportunities Collaborative November 4, 201554 Xerox Confidential and Proprietary
  42. 42. November 4, 201555 Collaboration in the Commons Xerox Confidential and Proprietary
  43. 43. XSU – Powered by pathways, The Commons, and You November 4, 201556 Learner-Driven Engaged Collaborative OptimizedAligned How do we power effective learning? Xerox Confidential and Proprietary
  44. 44. Business-driven pathways for your learning: • Learners are able to search for and consume assets that are aligned with our competencies. • Pre-built pathways exist that are based on our key competencies. • Learners are able to copy pre-built pathways to meet their needs, as well as the needs of their teams and/or clients. • Learners can create pathways aligned with our key competencies. Aligned November 4, 201557 Xerox Confidential and Proprietary
  45. 45. XSU – Powered by pathways, The Commons, and You November 4, 201558 Learner-Driven Engaged Collaborative OptimizedAligned How do we power effective learning? Xerox Confidential and Proprietary
  46. 46. Imagine, XSU will enable you to… • Harness the power of the Internet and the vast resources available through our internal sites. • Make sense of the mountains of information from both external and internal sources. Optimized November 4, 201559 “We deal with mountains of information and it is coming at us at dizzying speed and in ever great volume... information is power.” Ursula Burns Xerox Confidential and Proprietary
  47. 47. Learning culture is our new imperative… where collaboration and coaching is expected, and curated business content simplifies information overload. Employee engagement is our new norm in a learner-driven environment aligned to our business needs that delivers results. Sustaining a competitive advantage is within our reach. November 4, 2015 Xerox Confidential and Proprietary60 Powering our potential.
  48. 48. Copyright © 2015 Deloitte Development LLC. All rights reserved.61 Learning Platforms in the Age of Always-on Learning | HR Technology Conference & Exposition 2015 Q&A Todd Tauber VP Product Marketing Degreed todd@degreed.com @toddtauber Dani Johnson VP L&D Research Bersin by Deloitte Deloitte Consulting LLP danjohnson@deloitte.com @danij2 Kerry Hearns-Smith VP Learning Strategy & Delivery Xerox Global Learning Services

Notas do Editor

  • We are one of the only organization of scale focused entirely on HR. Our research is focused on large complex organizations, and many of them have global footprints. These are issues that all of our customers are working to solve. The choice you have is about how to solve them. I’d like to use this time to discuss your issues and how we help you solve them in a way that no one else can.
    We target the full spectrum of HR, Talent and Learning Challenges [Detail on each practice area]:
    Human Resources: Achieve an integrated view of the entire HR function – built from a research-driven focus on business outcomes. Prioritize objectives and drive business alignment to move your organization forward.
    Leadership Development: Cultivate capabilities that help high-potential leaders deliver on business objectives. Our research, frameworks, and consulting services support successful management training, succession planning, and executive education programs.
    Learning & Development: Use our knowledge base to make more effective decisions and build roadmaps to transform your learning initiatives and culture.
    Talent Acquisition: Deliver improved quality of hire, implement programs that create a strategic talent acquisition function.
    Talent Management: Develop your workforce while effectively responding to business needs through an integrated approach.
    Tools & Technology: Drive competitive advantage through investments in HCM technologies with research-based insights, solution provider profiles, market analysis, case studies, practical tools, and planning guides.
  • Briefly, this slide tells you how you can expect to spend the next hour with us.

    I’ll address
    Why employee development is more important than ever and how we accelerate it
    I’ll also talk about what continuous learning is and what sorts of technology are available to support it

    David will then go over some of our recent research on technology ecosystems

    And then Rich will describe the learning ecosystem at T-Mobile.
  • As you probably guessed, we’re not doing that well.

    Not well.

    A few data points:
    L&D is becoming a more important issue. While last year it was in the #8 spot, this year it was in the #3 spot, meaning that 84% of survey participants rated it as a critical or urgent problem.
    In the same timeframe that learning and development jumped in importance, the capability gap tripled. Meaning, that while L&D is more important, business leaders’ faith in their L&D department to actually deliver fell 300%.

    So what are we seeing come out of this? Business leaders and learning leaders alike see an urgent need to reinvent learning. This means not just making a relatively small tweaks we’ve seen to l&D in the past 10 years, but radically changing the way we think about it.


  • How do we do that?
    We start by considering a different model.

    Over the past 120 years, L&D has basically used the same model: pull people out of the workplace, put them in a classroom, teach them stuff, and then send them back to the workplace.
    Even with 70:20:10 and some of the other models that have made appearances, the main focus of L&D has been EDUCATION. About a year ago we started talking about more holistic development and we describe it with what we call the continuous learning model. It’s a way to describe how learning should happen to meet learner and business needs.

    Briefly,
    There are basically 4 contexts or ways that people learn, and we call them the 4Es for obvious reasons:
    Education – Traditional learning and development activities – These are generally formal in nature with a defined beginning and end, and easily measured
    Experience – Learning that occurs on the job – job rotations, stretch assignments, learning that happens when people do their work.
    Exposure – or learning that happens through interaction and relationships with other people – professional organizations, social and professional networks, etc.
    Environment – or point-of-need learning that leverages infrastructures in the workplace to enable employees to access information and support themselves in their work.

    So how does this model affect how L&D responds to business and learner needs






    Then explain it.
  • SLOW DOWN

    For many years, the industry has talked about learning methods or assets in terms of formal and informal.
    With the Continuous Learning Model, there is a new focus on the development of the learner in a holistic sense—not just formal learning, not just informal learning, but more of a continual learning experience made up of several approaches.
    So take a look at the graphic on your screen. This is something we put together to describe some of the methods available to learners today.
    And, we’ve mapped them back to the continuous learning model we just talked about.

    Most L&D organizations focus on education circle – the one closest to the center of the graphic on the screen.
    And we understand why – it’s the most comfortable.
    But, look at the experience, exposure, and environment rows and all of the learning methods and ways to reach and develop learners that are ignored if we continue to focus only on education.
    (incidentally, a lot of the methods that appeal to modern learners are found outside of the education row).
    Also, more than 6 in 10 executives we surveyed last year described their companies as “weak” at using some of the more modern tools like social learning, MOOCs, and advanced media (video, gaming, simulations)

    So just take a minute and ask yourself, “How many of these learning methods can we confidently say that we can deliver, based on our current capabilities?”
  • We’re constantly paying attention to this market, and we’ve recently put together a graphic that we’re calling the Continuous Learning Technology Stack,
    or the sum of all technology organizations leverage for the purposes of learning and development of employees.

    What you’re looking at on the screen is how we’re thinking about this Tech Stack.
    Again, it’s aligned around continuous learning, and it basically details the types of learning tech that are out there.
    Items in solid circles are technologies purchased for learning – like your LMS, or e-learning authoring tools, or virtual classroom. (generally show up on the balance sheet)
    Items with white outlines are technologies that aren’t necessarily purchased specifically for learning but can be leveraged for learning, like search software, social networks, stuff like that.
    And the size of the circle roughly represents the technology’s usage in the learning industry

    It’s probably important to note that all organizations have some form of a learning tech stack, but in most cases, it’s not intentional, and often, it’s not clearly articulated.
    Deciding what your learning tech stack should look like goes back to a question we think every L&D org should be able to answer, and that is: What does it mean to be developed in our organization? How can we enable that with technology?

    It’s also probably important to note that some platforms provide more than one of these tech categories. So for example, you may have a learning portal that acts as an LMS, but it also has a large social component, which helps learners build social networks, has IM and chat, etc.

    This is an ongoing interest of both David and myself. So after we put together this initial map, we wanted more info on how the tech stack was formed, what was important to those making purchasing decisions, what was being offered, and where were we going.
  • It’s more than usability. It’s a deeper understanding of the learner/user experience: the needs, motivations, environment, intended outcomes. We need to meet needs to drive usage to drive data to drive insights to provide direction.
     
    WIFTO – analytics driven insights, big data in learning
     
    MOOCs are a symptom a problem, not necessarily a solution.
     
    Context engines are the future.
     
    Video is assumed.
     
    Is the pendulum swinging away from consolidation?
  • Is the LMS the right platform to be the answer to that context setting for anything but the eductation? Is this yes by default? Budget? Purchasing rules? HR dept already made a big platform decision?
  • In each of the 4 Es, how are you sourcing, managing, making them discoverable, and capturing insight

    Change Content authoring to sourcing
  • NOTE: If you want to skip all of the details click on the Xerox Logo to skip to slide 34.

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