Learning Leader Symposium - Bersin 6-27-12

2. Objectives for Today  Review the challenges facing learning organizations today and the resulting evolution of learning strategies.  Discuss new approaches for development.  Describe how measurement and evaluation of learning is changing.  Summarize the changes need to become a high- impact learning organization. Copyright © 2012 Bersin & Associates. All rights reserved. Page 2

6. When did the World Change? Workplace 750 million people on The Mobile, Borderless Workplace Facebook 130 million people on LinkedIn Peer 1.3 billion mobile phones Candidate 1.4 million iPads Customer Manager Employee 45% of workers are “contingent” Partner 75% of workers mobile Mentor Consumer-ization of Business Technology Contractor Copyright © 2012 Bersin & Associates. All rights reserved. Page 6

7. 2012 Business Environment Innovation, globalization, cost containment What Are Your Organization’s Top Business Challenges for 2012? © Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, ■ Dec. 2011 ■ May 2011 1/2010 Copyright © 2012 Bersin & Associates. All rights reserved. Page 7

10. The Ill-Prepared US Workforce  Only 32% of college graduates have “excellent” skills to enter the workforce  Only 16% of high school graduates have such skills. Missing are: • Professionalism/work ethic • Creativity and Innovation • Lifelong learning/self-direction • Critical thinking/problem solving  Only 18% of workforce training programs raise skills from “deficient” to “adequate” Copyright © 2012 Bersin & Associates. All rights reserved. Page 10

13. By 2011 HILOs Contribute to Org Performance in 3 Ways Skills and Talent / Learning Competency Capability Culture Development Development Development Increasingly, talent needs drive learning programs. Copyright © 2011 Bersin & Associates. All rights reserved. Page 13

14. A Traditional Approach  Some attention given to before and after…  Primary emphasis and most resources Before Intervention After given to intervention;  Training function has little to no The Learning Function’s ownership for Responsibility the rest. Copyright © 2012 Bersin & Associates. All rights reserved. Page 14

15. How Real Corporate Learning Occurs We need to optimize this Information in Support of Work, 20% Coaching On the Job, 70% Not just this Formal Training, 10% Bersin & Associates Research High Impact Learning Organization 2008 Copyright © 2012 Bersin & Associates. All rights reserved. Page 15

18. Need for Informal Learning Which learning approaches drive the greatest business value in your organization? 72% of companies believe their most valuable learning approaches are informal, yet only 30% of resources are focused here Copyright © 2012 Bersin & Associates. All rights reserved. Page 18

20. The Continuous Learning Model Expert Continuous Learning Career Communities Curriculum of Practice Social Coaching Networking Mentoring E-learning Mobile courses Learning Training Event Job Aids Novice Traditional Training Time Copyright © 2012 Bersin & Associates. All rights reserved. Page 20

22. TELUS Evolution to Learning 2.0 Tags / Ranking Social Learning Learning 1.0 Self-Service & Pull Structured Learning User Generated Content Informal Learning Classroom & Electronic Top-Down & Push Learning 2.0 Collaborative & Structured Learning Centralized Content Taxonomies Comments / Discussion Real Time + On Demand Training Vendor Experts Community Scheduled & Planned Experts Google Like Search Localized Search Plus Learning 1.0 Copyright © 2011 Bersin & Associates. All rights reserved.

23. But do We Know what Really Matters? Great Corporate Strong CLO and Excellent Use of rich media University Alignment L&D Skills and social tools Excellent Training Innovative and E-Learning program design Have we created an organization which truly has a culture to learn? Does leadership Is expertise Are decision- Do people share reinforce the need rewarded and making processes information to learn? valued? clear? openly? Do people feel Do we take Do people Do we listen empowered to the time to move around to customers point out errors? reflect? and take risks? openly? Copyright © 2011 Bersin & Associates. All rights reserved.

25. Where L&D Measurement Is Today  Most organizations regularly measure satisfaction  Some organizations regularly measure impact  ROI has grown but few measure it regularly  Many excellent methodologies are now available  Most continue to struggle with: • Lack of resources and tools • Lack of an integrated “business plan” for learning • Lack of clarity on “what to measure” and “how to communicate” • How to make measurement actionable and repeatable Copyright © 2012 Bersin & Associates. All rights reserved. Page 25

27. Less information A Process, not a Project collected in a consistent and regular process is better than more information collected once. Measurement as a Measurement as a Project Process 20% Analysis 80% Analysis 80% Data Capture 20% Data Capture Copyright © 2012 Bersin & Associates. All rights reserved. Page 27

28. ® Impact Measurement Framework © Bersin & Associates 1 Satisfaction 2 Learning 3 4 5 6 7 Adoption Utility Efficiency Alignment Attainment Did you reach the How well do programs solve the workforce’s How efficient and How well were How well did you desired audience? particular problems? cost-effective program business meet specifically Did they complete or How well did it align How did it compare priorities defined? defined client comply as desired? to the specific job-related to other similar programs How well did business (business user Who did not comply problems and issues? or competitive programs? units buy off on the or customer) objectives? and why? Would learners recommend How well did it use value of this program These may be this program to their peers? learner’s time? revenue, time to relative to other investments? market, compliance, time to complete, etc. 10 Contribution 11 Feedback 13 Activity Individual Performance Organizational Performance Indicators asked of learners and managers to gauge General business measures or HR measures which are performance improvements. already captured in the organization (ie. engagement, 8 Specific operational measures identified in the 9 retention). Special surveys can be used to determine performance consulting process. indicators using the “wisdom of crowds.” Copyright © 2012 Bersin & Associates. All rights reserved. Page 28

29. Criteria for an Effective Measurement Process 1. Is it easy to understand and implement? 2. Does it deliver reliable and credible information? 3. Does it deliver actionable information? 4. Is it inexpensive to operate and maintain? 5. Is it flexible to implement and change over time? 6. Is it relevant to your organization’s specific strategies? Does it represent your training goals and processes? Copyright © 2012 Bersin & Associates. All rights reserved. Page 29

30. Modern Enterprise Learning Index A New Set of Measures  An Aggregate Index of 10 Indicators of Corporate L&D’s readiness/capacity to support learning agility and thrive in the face of transformative change (the L&D 10).  5 Internal Indicators of Org’s Capacity for the Approaches/Disciplines/Te chs of Modern L&D  5 External Indicators of Org’s Agility – Ability to remain in Alignment with Modern Biz Modern L&D Research, © Bersin, 2009, 798 respondents, www.bersin.com Copyright © 2011 Bersin & Associates. All rights reserved. Page 30

31. MAX Components & Features One place for everyone in the firm to access development that drives business results •Entry Point for All Roles •Leverage metrics to Drive •Live, Interactive •Program Decision Making Classroom without Travel Registration, Access & •Producer Profile Expense Reporting Capability •Breakout Rooms •PDG Historical •Nov 2009 •Record & Playback Development & Sessions Designation Transcript •July 2009 •July 2009 Development Instructor Led Analytics Highway Virtual Classroom •Self-Paced eLearning •Communities of Practice •Skills/Competency and Courses •Discussion Forums Performance •Program Materials •Collaborative Knowledge Management (PDF, Audio) Sharing •Development Planning •2009-2010+ •2010 •Bench Development & Succession Planning •2010+ Independent Online Talent Study Communities 31

32. Summary 1. To drive the greatest business value, focus on building a learning environment that includes formal and informal learning approaches. 2. Become facilitators and enablers of learning. 3. Rethink traditional approaches to design and development by viewing learning as a continuous process and not a series of events. 4. Be accountable to talent needs. 5. Cultivate a learning culture. 6. Master measurement. Copyright © 2012 Bersin & Associates. All rights reserved. Page 32

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