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The findings 92 percent of companies believe that redesigning the organization is important, making it No. 1 in ranked importance among this year’s respondents. Companies are decentralizing authority, moving toward product- and customer-centric organizations, and forming dynamic networks of highly empowered teams that communicate and coordinate activities in unique and powerful ways. Three in four respondents report that they are either currently restructuring their organization or have recently completed the process.
Why is this? A new mode of organization—a “network of teams” with a high degree of empowerment, strong communication, and rapid information flow—is now sweeping business and governments around the world. The growth of the Millennial demographic, the diversity of global teams, and the need to innovate and work more closely with customers are driving a new organizational flexibility among high-performing companies. They are operating as a network of teams alongside traditional structures, with people moving from team to team rather than remaining in static formal configurations. Two major factors are driving change. Small teams can deliver results faster, engage people better, and stay closer to their mission. Second, the digital revolution helps teams stay aligned. Today, teams use web or mobile apps to share goals, keep up to date on customer interactions, communicate product quality or brand issues, and build a common culture.
What’s needed? The days of the top-down hierarchical organization are slowly coming to an end, but changing the organization chart is only a small part of the transition to the network of teams. Now, more than ever, is the time to challenge traditional organizational structures, empower teams, hold people accountable, and focus on building a culture of shared information, shared vision, and shared direction.
One of the immediate benefits we see is the ability to use data to personalize the learner’s experience – to make it faster and easier for people to find and use the stuff that matters to them. That’s a big deal because most workers already spend way too much time doing things that aren’t actually work.
One of the biggest complaints learners have about LMSs, for example, is that they’re too hard to use. Learning paths, which are pretty well established in most LMSs, are one way to make them more targeted. Now, though, we’re seeing more dynamic methods. For example, using self-assessments to identify knowledge, skill and certification gaps and even to customize learning paths on the fly.
TOWARD MATURITY LEARNER SPEAKS STUDY: What are the problems with online learning? 33% can’t find what they want; and 32% can’t find anything relevant.
4 options for personalizing learning: Designed by the organization Chosen by my preferences Driven by big and small data Shaped by social collaboration http://www.clomedia.com/articles/5599-make-learning-personal
It’s not just the business goals that need to be taken into account tho. It’s also the learner.
Learners develop new skills much differently than they did 20 years ago Three words to describe them: distracted, overwhelmed, and impatient Ya’ll probably know this, but designers now have between 5 and 10 seconds to grab learner’s attention. We learned in a seminar this week that people’s attention span is about 8 seconds. The final stat I want to throw at you is that, in a typical work week, you have about 1% of an employee’s time to focus on training and development (in the traditional sense).
Because of this, some definite preferences have emerged for the modern learner. Untethered. Workers work from everywhere – plants, planes, cars, airports. Workers want to be able to learn from these places as well. On-demand. Learners have a preference for learning in-the-moment, when they need the info. Google gets accessed much more than online courses. People are increasingly turning to smartphones to get answers to questions. Collaborative. Developing and accessing networks is becoming more important. Sometimes more important than the knowledge itself when it comes to doing a job. Empowered. The half life of a workplace skill is now between 2.5 to 5 years. Workers often find their own training when they can’t find it within the company. In fact, 62% of IT professionals say that they have spent their own money on outside courses to learn skills for their job.
SO businesses are changing and accelerating, and learners have different preferences than they have in the past, and that puts L&D in a weird spot. How are we doing?
Empowered (1200+ providers of professional learning / 250,000 learning “items”) 70% turn to Google (towards maturity) 10s of millions in MOOCs Somewhat distainful of formal training
Capabilities required for digital are different from today’s learning org capabilities
Core Capabilities Predictive and advanced analytics Data analysis / visualization Information / knowledge management Website management Learning experience mapping Change management Marketing
What’s even more interesting is the ability we now have to capture and analyze a much broader range of signals, including behavior and connections. What you know (knowledge) What you can do (skills / certifications) Profile data + Plus… Community/crowd (badges, recommendations) Behavior (activity, ratings, comments, searches) Networks (shared experiences and interactions)
What’s powerful about that is that all that data can be used to generate suggestions and recommendations – like Amazon, Netflix, Pandora and LinkedIn do. For courses, documents, books and tools... Plus videos, RSS feeds, blogs, people and groups
This stuff has tangible benefits.
Social tagging, for example, enables better search results, more granular filtering of search results, better recommendations and personalization.
And improving search, recommendations and personalization can help more than just the learners’ experience. One telecom company I heard about recently claims they saved over $1m a year by implementing a new search function to reduce the time required to find and enroll in courses. [Training magazine, Verizon’s #1 Calling, 2/2103] In 2008, IBM was averaging 400,000 to 500,000 searches a month. (http://edlab.tc.columbia.edu/files/Learning%20Personalization%20and%20Discovery_final.pdf) After improving search Safari Flow users stay on site for 1+ minute longer and view 1 more page. http://bit.ly/1p53L2W
Shared values and culture Transparent
goals and projects Free flow of information and feedback People rewarded for their skills and abilities, not position Organizations Have Changed B A DCF A C D E B G How things were How things “are” How things work E
Teams Have Changed 80-90% Full
Time Employees 1960s-1980s Job training Traditional careers Professional development 50-70% Full Time Contingent 1990s-2000s Onboarding Employee-driven learning New career models <50% Full Time Contingent Machines Future Continuous training Micro and Macro learning Open career management 38% of companies expect to be “fully automated” with robotics and AI within 3-5 years
2% 17% 33% 34% 14%
2% 0% 3% 56% 39% We are reactive / tactical / Our purpose is to simply fulfill. 2 3 4 We are proactive / strategic / Our purpose is to act as business partner. Overall % HILO % Proof: Bersin High-Impact Learning Organization Research How do you think your leadership perceives your learning organization? In our 2008 and 2011 High-Impact Learning Organization Research “HILOs” profits grew 3X faster than the rest of the orgs studied. How Well is L&D Aligned With Business? Bersin by Deloitte High-Impact Learning Organization Study, 2014
Training is key to Millennial
engagement Millennials rate development the #1 job benefit 6% 6% 8% 14% 19% 22% 0% 5% 10% 15% 20% 25% Greater vacation allowance Retirement funding Free private healthcare Cash bonuses Flexible working hours Training and development Millennials in the workforce For Millennials, “Training and development” is the most coveted job benefit Source: KPCB Percent indicating job benefit in first place
75% of the workforce will
be made up of Millennials by 2025, and 45% tell us they get no leadership development at all. 45% of North American survey respondents think their current skills will be inadequate in three years SOURCE: A New Model for Corporate Learning, by Karie Willyerd, Alwin Grünwald, Kerry Brown, Bernd Welz, and Polly Traylor of global survey respondents think their companies are not giving them opportunities to develop 59% The Net-Promoter Score of L&D rated by non HR professionals is -8! - Bersin HILO 2017 L&D Is Demand Increasing
8% Only 8% of L&D
Organizations are excellent at video and advanced media, 50% drop from 2016 24% Only 24% are excellent at apprenticeship and on-job-training, no change from 2016 Deloitte Human Capital Trends 2017 Only 17% of companies understand the skills and readiness of their employees well 59% Careers and Learning is now the #2 rated Human Capital Trend around the world, with 45% of companies rating the problem “urgent.” Capability to deliver needed learning solutions dropped by 11% in 2017 from 2016. L&D’s Capabilities Are Flat to Declining
Sources: Deloitte Human Capital Trends
2014 and 2015 Employees are Overwhelmed The “average” US worker now spends 25% of their day reading or answering emails Fewer than 16% of companies have a program to “simplify work” or help employees deal with stress. More than 80% of all companies rate their business “highly complex” or “complex” for employees. The average mobile phone user checks their device 150 times a day. The “average” US worker works 47 hours and 49% work 50 hours or more per week, with 20% at 60+ hours per week 40% of the US population believes it is impossible to succeed at work and have a balanced family life.
• Since 2000, American workers
have lost an entire week of vacation, dropping average vacation days from 20.3 to 16.2 • Americans left 658 million unused vacation days and lost 220 million of them in 2015 • 39% of Americans “want to be seen as a work martyr” yet 86% say it’s bad for their family life. We Are Working More Hours: The Vacation Crisis 48% of Millennials want to be seen as a “work martyr” Millennials 50% more likely to forfeit vacation days
McKinsey Global Institute / International
Data Corporation, The Social Economy, 7/2012 Knowledge workers spend less than 40% of the average workweek on tasks specific to their jobs Reading and answering e- mail Searching and gathering information Communicating and collaborating internally 28% 19% 14% 39% And We Spend Too Much Time Searching
Source: Meet the Modern Learner:
Engaging the Overwhelmed, Distracted, and Impatient Employee, Bersin by Deloitte, Deloitte Consulting LLP So the Reality of Learning Today: 24 Minutes A Week 24 minutes a week
Opening The Door to Explosive
Growth In MicroLearning Micro-Learning Macro-Learning I need help now. I want to learn something new. • 2 minutes or less • Topic or problem based • Search by asking a question • Video or text • Indexed and searchable • Content rated for quality and utility • Several hours or days • Definitions, concepts, principles, and practice • Exercises graded by others • People to talk with, learn from • Coaching and support needed Is the content useful and accurate? Is the author authoritative and educational? Videos, articles, code samples, tools Courses, classes, MOOCs, programs
How We Used To Create
Jobs People Work Job Design Organization Design Job Description Job Requisition Education, Credentials, Experience,Skills
How We Will Create Jobs
People Work Teams, Squads, Tribes Tasks, Projects, Activities Role, Skills, Capabilities, Experiences Job Requisition Experiences, Knowledge, Culture, Connections Machines & Tools
New, Hybrid Jobs: Growth In
The “Creative Class” http://martinprosperity.org/media/Global-Creativity-Index-2015.pdf Technology, Talent, Tolerance
Career Models Are In Disruption
58% of companies are redesigning or planning to redesign their career model 83% of companies expect to have an “open” or “highly flexible” career model within the next 3-5 years While 33% of companies promote vertical career moves, 67% now promote horizontal or project based career progression 31% of companies expect careers to be 3-5 years long 60% expect them to be 10 years or less Learning and career management software is the #1 fastest growing segment in HR technology (CedarCrestone 2017)
Employees Know They Must Continuously
Develop But Are Not Sure How Employees Demand Development • 71% of employees say their job demands that they “continuously learn new skills.” • Only 48% believe their current skills will let them grow in their career • Of all skills in demand, project management (86%) is the most cited skill needed for success Employees Expect to Change Careers • 37% of employees believe they will change careers in the next five years. • Among those who want to change careers, the #1 challenge is financial implications (55%) and #2 is that they don’t know what next career to take (34%) 2,057 adults October of 2016, 40% managers
The 100 Year Life (And
70 Year Career) “Since 1840 there has been an increase in life expectancy of three months for every year.” Gratton, Lynda; Scott, Andrew. The 100-Year Life Today’s Millennials have a 50% chance of living to 100+ Increase in Life Expectancy Over Time http://www.mortality.org/
Career development means upward progression
Career development means new experiences New positions are offered to me I seek out and find new opportunities My manager decides when I am ready for a new position I decide when I’m ready to change roles My manager helps me plan my career My mentors and others help me find job opportunities Taking a new assignment can be risky Moving to a new position is and key to growth How Career Rules Have Changed The Old Rules The New Rules It takes decades to become a senior leader Leadership is offered all the time
Four Primary Approaches To Career
Management Structured Flexible Open Transitory Focused on preparing & moving workers through well-defined career paths designed to follow the organizational structure. Focused on moving workers through well- defined levels of an organization, with flexibility in career paths and jobs to accommodate development & organizational needs Focused on facilitating the work by assembling the most appropriate talent. Movement based on worker interest and organization need. Often used in team environments. Focused on facilitating the work by finding and utilizing the best talent sources – either external or internal 19% 32% 33% 16%
Are We Ready For The
“Open Career?” It’s here. 43% of companies tell us that careers in their companies are now 5 years or less 69% of companies are actively restructuring or recently changed their career models
Open job descriptions, levels, and
job demands Job assessments online for self-assessment and development Career explorer tools available for all employees All external positions are posted internally Internal candidates given fair or preference to external All jobs defined around similar competency model Enable Job Seeking Professional career counselors in HR Career Resource Center available “Career Advisor” or “sponsor” separate from manager Active mentoring program with internal and external mentors Provide Career Advice Clear and agile goal setting Managers rewarded for “talent production” not only “talent consumption” Managers measured by engagement and progression of team Managers rewarded for coaching and development Change Management Culture Wide variety of online learning for technical, professional, and managerial growth Apprenticeship model adopted internally Development includes industry, company, and functional training “HIPO” programs are not sacrosanct as the only way to get ahead Learning funded and valued by top management Professional Ladder separate from Management Ladder Mentoring is valued, institutionalized, rewarded, and mentor development programs exist Social and video sharing tools are used for learning Deliver L&D Support Design thinking about lifecycle of employee in a role for first 2 years Onboarding and performance support valued part of manager and L&D role PM process focuses on development and coaching Multi-year management or career development programs exist and are honored Support Job Transition Cross functional projects are valued as development Line / Staff / Line / Staff transitions are valued and managed carefully “Job rotation” programs into and out of functions are valued Specialist roles are valued, rewarded, celebrated Storytelling celebrating career paths of varied types Tolerance of failure without blaming the people Return guaranteed for risky assignments Network building rewarded for progression and leadership Rewards for New Assignments and stretch assignments Inclusive culture enables anyone to take any job Making mistakes is valued as learning and discussed openly Tolerance of staff who are “incompetent” and new at job Promotions and Salary Increases for Non- Management Jobs Meritocracy as culture of reward and growth Re-engineer Culture and Rewards Open Career Management Demands An Enterprise Wide Focus Six Keys to Open Career Success Today
The Digital World of Learning
Was Is Formal Informal Highly Curated Machine Personalized Individual Team Based Taught Coached Produced Co-Created Proctored Peer Reviewed Moment in Time Continuous Centralized Distributed Pushed Pulled Away from Work In the Flow of Work Globally Consistent Locally Relevant The list goes on and on…..
The dynamics of learning “the
old way” LEARNING ORGANIZATION-LED EMPLOYEE- LED You “Go Someplace” to learn Organization focuses on teaching or education Courses are delivered as discrete, formal learning events Trainers have access to the most information Technology used for content creation and distribution The traditional learning organization holds a monopoly on professional learning and leverages technology for the purpose of delivery.
The dynamics of Digital Learning
When the learning organization adopts digital learning, L&D professionals focus on tools and structures to create a “learning experience” You Learn when and where you want Organization focuses on experiences and design Courses are “micro” and “macro” Everyone is incented to teach, coach, and share Technology creates a personalized, customized experience LEARNING ORGANIZATION-LED EMPLOYEE- LED
77% 53% 32% 4% 6%
13% 10% 15% 26% 4% 14% 15% 5% 10% 13% 2009 2012 2015 ILT Virtual ILT Online self-study On the Job Collaboration ILT shrinking in volume, growing in importance Online and collaborative learning Is finally working OTJ and apprenticeship is growing rapidly Today only 16% of L&D spending is allocated to instructor delivery, vs. 21% in 2011 and 33% in 2006 Source: Bersin Corporate Learning Factbook® 2015 Content Shift Has Already Happened
And Learning Preferences Have Changed
Top Priorities in 2017 Personalization/ Adaptive Delivery Collaborative/ Social Learning Micro-learning Virtual, augmented reality Mobile delivery Jumped up From #2 last year Jumped up From #5 last year What did NOT make the top five areas of focus this year? • Curation • Gamification • Video • MOOCs • Developing L&D function These areas are becoming “mainstream” or commodity-like features of learning. Donald H. Taylor, Learning Sentiment Study 2017, 885 L&D respondents, 60 countries Artificial Intelligence All new “digital” technologies
How Do We Get There
From Here? L&D starts to build digital capabilities to support agile development and implements a digital learning experience platform L&D expands beyond digital content to the entire digital experience, including coaching, practice, spaced learning, curation, and personalization L&D embraces digital thinking and includes business leaders as digital contributors in an enterprise- wide digital learning experience (Very few companies) L&D explores video, apps, and tools to enable digital learning experiences, often outsourcing content development Becoming Digital Exploring Digital Being Digital Doing Digital
Four Principal Changes to The
Organization Digital Learning is not technology or “digital content” It is L&D learning to “Be Digital” Not just “Act Digital” Design Thinking Agile Management New TechnologyCulture Bringing the learner experience front and center, focusing on Experience, not program Creating an environment conducive to continuous learning Facilitating teams, coaching, management support, learning valued Implementing social, mobile, analytics, and cloud solutions
Traditional Learning Organization Capabilities Content
Development Learning Evaluation Instructional Design L&D Performance Consulting Learning Delivery Division / Country Leadership LMS Administration New / Enhanced Learning Organization Capabilities Strategic Enablers Content Curation Experience Design Data Analysis Branding & Communication Experience Management/ Architecture Tech Tools & Leadership Experience Leadership Multimedia Development App Development User Experience / Interface Design Core Some New Technical Capabilities Needed
Critical Role of Culture Great
Corporate University Strong CLO Excellent L&D Skills Strong Talent Process Excellent Training Technology Great L&D Measures & Effectiveness Have we created an organization which truly has a culture to learn? Does Leadership reinforce the need to Learn? Can we get time from experts and leaders? 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? Are experts rewarded and valued?
Business Outcomes Learning Agility Innovation
Employee Productivity Customer Satisfaction Customer Responsiveness Customer Input Cost Structure Time to Market Market Share Workforce Expertise High-Impact Learning Culture® Model 6 Keys to an Enduring Learning Culture 40 Practices of a High-Impact Learning Culture® Enabling Knowledge Sharing Empowering Employees Building Trust Encouraging Reflection Demonstrate Learning’s Value Formalizing Learning As Process Leadership Management Ability to Learn Motivation to Learn Acquisition + Application of Knowledge and Skills
HILO 2017: What Really Matters:
Culture, Career, Coaching Bersin 2017 High-Impact Learning Organization 1. Organization focuses on long term career success of its workers 2. Organization focuses on enabling workers to perform well in current role 3. Organization employs design thinking in development opportunities 4. Organization offers high-value learning and development experiences 5. Organization rewards employees for development 6. Organization gives stretch assignments as a part of worker development 7. Employees are able to influence which tasks are assigned to them 8. Organization is clear on decision-making processes / ability 9. Risk-taking is rewarded in the organization 10. Mistakes are valued as learning opportunities 11. Organization utilizes experiences for development 12. Organization gathers data on worker performance in several ways • Careers • On the job • Experiential • Reward systems • Empowerment • Learn from mistakes • Performance data • Culture of learning What Really Matters Analysis of more than 100 different learning strategies, technologies, and investments, correlated against business, innovation, and efficiency outcomes, Bersin by Deloitte High-Impact Learning Organization 2017
What The Technology Architecture Looks
Like Learning Aggregation Platforms Prescriptive Learning Platforms Spaced and Micro Learning Platforms AI based analysis and learning tools Gamification environments Virtual reality systems and products
What Digital Learning May Look
Like AI image recognition and virtual reality utilized to create classroom “environments” Learner experience personalized via crowdsourcing, emotional sensing, and peer-to-peer technology Gamified learning development experiences and file sharing tools available on demand to support work Activity streams, wikis, and telepresence enable real-time, zero-latency conversations between learners and experts
Who is using Digital to
impact the learning experience? BrilliantYOU Engaging, personal, socially connected learning ecosystem Building a learning platform, powered by EdCast, focused on building a customer-centric community anchored in learner interests and needs Developing a vision for a subscription marketplace anchored in an evolving revenue sharing model with partners and vendors Using data and machine learning to derive insights for continual evolution Workforce 2020 A culture of continual reinvention where employees can thrive Identifying skills needed to meet new technical demands of the business and documenting existing gaps Launching a self-service platform to provide tools and processes for performance management, career development, and talent planning Offering individualized courses and curated “nanodegrees” to deliver training and certification in high- demand technical specialties Visa University Digital university enabling employee-driven career growth Digital campus designed to bring all learning resources from inside and outside of Visa together in one place Function-specific colleges, expert- designed paths, and personalized recommendations to point learners in the right direction Data-driven dashboard showing what, how much, and how often employees access learning
Who is on the journey
to Digital? User Generated Content Putting the learner first, Qualcomm uses Pathgather to encourage the sharing of knowledge and materials among employees Nano Learning BP revamped its onboarding program, shifting from traditional eLearning to short, engaging, mobile-based training “bites” – an approach that proved so popular that the entire company adopted this strategy Self-Directed Focusing on enabling the learner, MasterCard uses Degreed and Fuel 50 to connect learning with career opportunities and provide a platform for employees to drive their own learning Digital Integration Integrating the Learning Management System, Social Learning platforms, LCMS, and classroom has led to a best- in-class learning strategy, incorporating digital and traditional methods
We Are All Still Learning:
Let’s Learn Together 2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees Only 12% of companies rate themselves strong at Digital Learning today, and only 7% have a Digital Learning Strategy.