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
How Xerox Services is Driving Learning Culture with New L&D Technologies
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
28. Xerox Global Learning Services—Client Xerox
Delivering human performance solutions through innovative approaches to learning design,
delivery and technology.
Driving Learner-Centric Learning
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30. 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
31. 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”
32. 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.
33. 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
34. 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
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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
37. 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?
38. The 2020 Learner Experience
Onboarding OLC
Performance
Enablement
Research and
Resources
Next role
development
Experience
Formal
Learning
Self-directed
learning &
reflection
Collaboration
Onboarding
39. 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
40. The 2020 Learner Experience
Collaborate and share
Performance
Enablement
Research and
Resources
Next role
development
Onboarding
Experience
Formal
Learning
Self-directed
learning &
reflection
Collaboration
41. 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
42. 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
43. The 2020 Learner Experience
Performance
Enablement
Research and
Resources
Next role
development
Onboarding
Experience
Formal
Learning
Self-directed
learning &
reflection
Collaboration
Learning everyday
44. 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
45. The 2020 Learner Experience
What’s next?
Performance
Enablement
Research and
Resources
Next role
development
Onboarding
Experience
Formal
Learning
Self-directed
learning &
reflection
Collaboration
46. “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.
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47. How do we power effective learning?
XSU – Powered by pathways, The Commons, and You
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Learner-Driven Engaged Collaborative Aligned Optimized
Xerox Confidential and Proprietary
48. XSU – Powered by pathways, The Commons, and You
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Learner-Driven Engaged Collaborative OptimizedAligned
How do we power effective learning?
Xerox Confidential and Proprietary
49. “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?
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50. Learner Driven – Profile Insights
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Features Homepage
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51. XSU – Powered by pathways, The Commons, and You
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Learner-Driven Engaged Collaborative OptimizedAligned
How do we power effective learning?
Xerox Confidential and Proprietary
52. 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
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Human Capital Institute
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53. XSU – Powered by pathways, The Commons, and You
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Learner-Driven Engaged Collaborative OptimizedAligned
How do we power effective learning?
Xerox Confidential and Proprietary
54. 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
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56. XSU – Powered by pathways, The Commons, and You
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Learner-Driven Engaged Collaborative OptimizedAligned
How do we power effective learning?
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57. 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
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58. XSU – Powered by pathways, The Commons, and You
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Learner-Driven Engaged Collaborative OptimizedAligned
How do we power effective learning?
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59. 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
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“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
60. 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.
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Powering our potential.
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.