Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2

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1 Making Learning Stick How Building a Continuous Learning Environment Can Improve Learner Retention David Mallon, VP – Research Deloitte Consulting LLP June, 2013 Perry Cole, Director of Sales Force Development CooperVision

Transcript of Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2

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Making Learning Stick

How Building a Continuous Learning Environment Can Improve Learner Retention

David Mallon, VP – Research

Deloitte Consulting LLP

June, 2013

Perry Cole, Director of

Sales Force Development

CooperVision

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� Who We Are- Global provider of leading practices, trends, and benchmarking

research in talent management, learning, and strategic HR.

- 60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research.

� Broad Research Practices• Human Resources• Leadership Development• Learning & Development• Talent Acquisition• Talent Management

� Offerings- WhatWorks® Membership: Research, Tools, Education,

Consulting

- IMPACT®: The industry’s premiere conference on the Business of Talent

- Advisory Services & Consulting

Human Resources

Leadership Development

Learning & Development

Talent Acquisition

Talent Management

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This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

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Agenda

� The Need for a Wider Approach to Learning

� Towards Continuous Learning

� Building Learning Environments

� Results, Closing Thoughts and Q&A

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The Need for Continuous

Learning

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The New Workforce and New Workplace

Employee

Mentor

Peer

Partner

Candidate

Customer

W O R K P L A C E

Interconnected

Dynamic

Performance-driven

New Leadership

More Specialized

New Models for HR

W O R K F O R C E

Multi-Generational

Global

Interconnected

Mobile

Transient

New Models for Career

Manager

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L&D’s Role: Myth vs Reality

All Learning Needs

L&D

WHO MEETS THESE?

HOW?

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Continuous Learning is Valued

3%

4%

8%

14%

28%

33%

36%

60%

0% 10% 20% 30% 40% 50% 60% 70%

Corporate documentation

User generated materials

Formal training - outside provider

Peers, friends, personal networks

Formal training - company provided

Coaching by supervisor

On the job mentoring, projects, rotation

On the job experience

Which learning approaches drive the greatest business value in your organization?

72% of companies believetheir most valuable

learning approachesare informal, yet only

30% of resourcesare focused here

© Bersin & Associates, High-Impact Learning Practices® n=1,100, www.bersin.com/hilp

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A New Role for L&DThe “Enabler and Facilitator” of Learning

Are you ready?

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Business Challenge

• In 2010, we introduced the Richardson Consultative

Sales process to the CooperVision (CVI) sales

organization

• We needed a cost effective way to reinforce the

learning without taking the sales professionals out of

their sales territories

• We needed to reinforce the learning across all levels

of the sales team

• Find a platform for sustainment that would be user

friendly and viewed positively.

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Towards Continuous Learning

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WE Retain When We InteractThe impact of continuous learning

Bersin & Associates ResearchHigh Impact Learning Organization 2008

The greater the sensory involvement, the more content learners retain.

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A Traditional Approach

� Some attention given to before and after…

� Primary emphasis and most resources given to intervention;

� L&D feels little to no ownership for rest.

Before Intervention After

L&D’s Responsibility

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A Better Approach

� Significant attention given to before and after.

� Intervention is still privileged above the others.

� L&D feels moderate ownership for rest.

Before Intervention After

L&D’s Responsibility

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A Continuous Learning Approach

� Attention given to all phases.

� Environmental vs Intervention Driven

� Recognition that other phases are of at least equal importance.

� L&D takes ownership for “learning as process”.

Program

Before Intervention After

Program

Before Intervention After

On Demand Learning Social Learning

Embedded Learning

Learning Environments

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Continuous LearningExpert

Novice

Time

Today’s Continuous Learning Model

Traditional Training

TrainingEvent

Traditional Training

TrainingEvent

JobAids

E-learningcourses

CoachingMentoring

SocialNetworking

CareerCurriculum

Communitiesof Practice

MobileLearning

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Social LearningIntentionally Enabled in 5 Common Ways

Expertise Matching /

Network Building

Mobile Social

Social Learning

Environments

Social Reflection

Social Analytics/SNA

Blending Social

into Formal

Coaching &

Mentoring,

Apprenticeships,

Rotations

Communities of Practice

Environmental / Multiple Needs

Tactical /Problem Solving

Programmatic / Single Need

Strategic / Capacity Building

Transfer Support

Social PM

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Solution

QuickCheck™

• Reinforces the Richardson learning and other selling

initiatives

• 20 Questions circulated over 6 weeks-2 questions 3X

per week

• Accessed on any device for convenience

• Low time impact-about 5 minutes or less per day

• Best practice- initiate within 4-6 weeks of learning

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QuickCheck™

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QuickCheck™

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Please Share Your Examples

in CHAT

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Building Learning

Environments

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Learning EnvironmentsExpanding the Definition of Blended

� Rather than one intact learning program, they are

a blend of approaches- Made available to the intended audience

- Deliberately staged to be available to the learner when needed

� Environments are designed for participation:- Self-sustaining – can maintain with user-submitted content

- Multi-modal - content can be quickly accessed in a variety of forms

- Open structure – users can define and invent uses for the environment

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arn

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tio

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Go

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Ma

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Me

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Disciplines Performance Consulting | Instructional Design Information Architecture | Knowledge Management | Content Development | Program Management | Change Management Community Management | Measurement & Evaluation | Business Intelligence

Tools &Technology

LMS/LCMS/Learning Portals | Talent Management SystemsContent Lifecycles | Rich Media | Collaboration & Social SoftwareMobile | Performance Support | Virtual ClassroomReporting & Analytics | Assessment & Evaluation

Strategy | Operating Plan | Funding Model | Stakeholders

Learning Culture

Building Trust | Encouraging Reflection | Demonstrating Learning’s ValueEnabling Knowledge Sharing | Empowering Employees | Formalizing Learning as Process

Bersin & Associates Enterprise Learning Framework® Version 2.0

Environments | Programs | Process SupportLearningSolutions

LearningAudiences

Jobs | Roles | Proficiencies | Competencies | Preferences | Demographics | Geographies | Business Problems

Approaches

Instructor-Led Virtual Classroom

Games Simulations E-Learning

EmbeddedPerformance Support

Customer Feedback

Rotational Assign.

After Action Reviews

Dev. Planning

SocialWikis | Blogs | Forums

Communities of Practice

Social Networks

Expert Directories

Coaching | Mentoring

On-Demand Search

Books | Articles

Videos | Podcasts

Learning Portals

Formal Informal

Performance Consulting Instructional Design

Content Development Content Management

Implementation | Delivery Communications | Marketing

Administration | Support

Core L&D Processes

Learning Strategy & Business Planning

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A New Set of Roles w/ New SkillsLetting go of the “Content Design and Delivery” Role

Employee

ContentManager(Media)Portfolio

Manager

PerformanceConsultant

TalentManagement

Expert

CommunityManager(Interactions)

ConnectionManager(Directories)

� Systems Integration� Interface to IT standards� Expert Directories

� Community Management� Sharing Guidelines� Cultural Reinforcement� Rewards and Feedback� Monitoring and Standards

� Content Standards� Authoring Tools� Content System(s)� Publishing Tools� Information Architecture

THESE ARE

NOT

MODERATORS!

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A Culture of Continous Learning is a Business Strategy!Organizations with a Strong Learning Culture Significantly Outperform their peers…

Innovation

92%more likely to

devise novel

prods &

processes

Productivity

52%greater

employee

productivity

CSAT

53%better

response to

customer

needs

Costs

50%greater ability

to manage

costs

Time to Market

56%more likely to

be first to

market

Profitability

17%more likely to

be market

share leader

From: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, June 2010

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But Such a Culture is a Product of How Business Operates, Not L&D

20%

62%

18%

HILC Practice Ownership

Leadership

Management

HR / L&D

From: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, June 2010

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Results, Closing Thoughts

and Q&A

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Impact Measurement Framework®

© Bersin & Associates – Adapted for Informal Learning Environments

Adoption Utility AlignmentEfficiency Attainment

Did you reach the

desired audience?

Did they complete or

comply as desired?

Who did not comply

and why?

How well do programs solve the workforce’s particular problems?How well did it align

to the specific job-relatedproblems and issues?

Would learners recommendthis program to their peers?

How efficient and

cost-effective

How did it compare

to other similar programs

or competitive programs?

How well did it use

learner’s time?

How well were

program business

priorities defined?

How well did business

units buy off on the

value of this program

relative to

other investments?

How well did you

meet specifically

defined client

(business user

or customer) objectives?

These may be

revenue, time to

market, compliance,

time to complete, etc.

Satisfaction Learning1

3

2

4 5 6 7

Individual Performance Organizational Performance8 9

Contribution Feedback

Activity

10 11

12

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Results

• Reps keep up with the learning-over 95% actively

engaged

• Scoreboard encourages healthy competition and

visibility

• Offers opportunity for Sales Managers to Coach

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QuickCheck™

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QuickCheck™

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What’s Next?

Use QuickCheck to:

• Reinforce future product launches

• Sustain learning and best practices for CRM

• Improve change management process

In conjunction with:

• Classroom learning

• Coaching

• Online learning

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1• Take a Marketer’s Approach to Knowing Your Audiences

2• Reskill the Learning Professional to Support New Model.

3• Honor, Engage, Enable the Front Line Leader.

4• Use Tech to Add Speed & Reach (not just efficiency).

5• Build Learning Environments, Not Just Interventions.

6• Leverage the Learning Power of Work Itself.

7• Be Accountable to Changing Needs of Today’s Workplace.

Closing ThoughtsSupporting Continuous Learning

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Questions?Questions?

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About Deloitte

As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see

www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may

not be available to attest clients under the rules and regulations of public accounting..

Copyright © 2013 Deloitte Development LLC. All rights reserved.

Member of Deloitte Touche Tohmatsu Limited

DM1

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DM1 Returned from RRomney in QRM on 4/9Mallon, David, 4/11/2013