BLI Learning Leaders Symposium - Bersin Trends in Learning

Copyright © 2012 Bersin & Associates. All rights reserved.

Next Generation Learning and Trends

Julie DudaJune 27, 2012

Onsite Presentation for MACPA / Business Learning Institute


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.


What is Training? Myth vs. Reality

All Learning NeedsTraditional

Role“training”

WHO ADDRESSES THIS OTHER STUFF?


How did L&D work in your organization?

What were the big challenges?What kept your org up at night?

Do You Remember 2000?


When did the World Change?The Mobile, Borderless Workplace

Employee

Mentor

Peer

Partner

Candidate

CustomerManager

Contractor

W o r k p l a c e

750 million people on Facebook

130 million people on LinkedIn

1.3 billion mobile phones

1.4 million iPads

45% of workers are “contingent”

75% of workers mobile

Consumer-ization of Business Technology


2012 Business EnvironmentInnovation, globalization, cost containment

What Are Your Organization’s Top Business Challenges for 2012?

© Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, 1/2010

■Dec. 2011 ■ May 2011


Today’s Talent ChallengesDisruptive

Changing Demographics

SpecializationFree AgentEconomy

Too ManyCandidates


#1 RiskLoss of Customers

#2 RiskTalent and Skill Shortages


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”


Why L&D?In 2011…


Top 2011 L&D Challenges


Skills and Competenc

y Developme

nt

Talent / Capability Developme

nt

Learning Culture

Development

By 2011 HILOs Contribute to Org Performance in 3 Ways

Increasingly, talent needs drive learning programs.


A Traditional Approach Some

attention given to before and after…

Primary emphasis and most resources given to intervention;

Training function has little to no ownership for the rest.

Before Intervention After

The Learning Function’s Responsibility


How Real Corporate Learning Occurs

Formal Training; 10%

Coaching On the Job; 70%

Information in Support of Work;

20%

Bersin & Associates ResearchHigh Impact Learning Organization 2008

We need to optimize this

Not justthis


Learning - Where are we headed?


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

ModernTraditional


Need for Informal LearningWhich 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


A Continuous Learning Approach

Learning Environments


Continuous LearningExpert

Novice

Time

The Continuous Learning Model

Retention is Lost

Traditional Training

TrainingEvent

JobAids

E-learningcourses

CoachingMentoring

SocialNetworking

CareerCurriculum

Communitiesof Practice

MobileLearning


The Learning EnvironmentExpanding the Definition of Blended


TELUSEvolution to Learning 2.0

Learning 1.0Structured Learning

Classroom & Electronic

Top-Down & Push

Centralized Content

Taxonomies

Training Vendor Experts

Scheduled & Planned

Localized Search

Learning 2.0Collaborative & Structured Learning

Social Learning

Self-Service & Pull

User Generated Content

Tags / Ranking

Comments / Discussion

Community Experts

Real Time + On Demand

Google Like Search

Plus Learning 1.0

Informal Learning


But do We Know what Really Matters?

Great Corporate University

Strong CLO andAlignment

Excellent L&D Skills

Use of rich mediaand social tools

Excellent Training and E-Learning

Innovative program design

Have we created an organization which truly has a culture to learn?

Does leadership reinforce the need

to learn?

Are decision-making processes

clear?

Do people shareinformation

openly?

Do people feelempowered to

point out errors?

Do we listento customers

openly?

Do we takethe time to

reflect?

Do peoplemove around

and take risks?

Is expertiserewarded and

valued?


What About Learning Culture?


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


What challenges does L&D face?

Bersin & Associates, High-Impact Learning Organization research 2011


A Process, not a Project

80% Data Capture

20%Analysis

20% Data Capture

80%Analysis

Measurement as aProject

Measurement as aProcess

Less informationcollected in a consistent and

regular process is betterthan more information

collected once.


Impact Measurement Framework®

© Bersin & Associates

Adoption Utility AlignmentEfficiency AttainmentDid you reach thedesired audience?

Did they complete orcomply 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 andcost-effective

How did it compareto other similar programsor competitive programs?

How well did it uselearner’s time?

How well were program business priorities defined?

How well did businessunits buy off on the

value of this programrelative to

other investments?

How well did youmeet specifically

defined client (business user

or customer) objectives?These may be

revenue, time tomarket, compliance,time to complete, etc.

Individual Performance Organizational Performance

Satisfaction Learning

Indicators asked of learners and managers to gauge performance improvements.

Specific operational measures identified in theperformance consulting process.

General business measures or HR measures which are already captured in the organization (ie. engagement, retention). Special surveys can be used to determine

indicators using the “wisdom of crowds.”

1

3

2

4 5 6 7

8 9

10 11

13 Activity

FeedbackContribution


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?


Modern Enterprise Learning IndexA 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/Techs of Modern L&D

5 External Indicators of Org’s Agility – Ability to remain in Alignment with Modern Biz

Internal

Capacity Building

Business Analysis

Content Efficiency

Adaptation

Versatility

External

Business Driven

Talent Linked

Timely

Targeted

Proximity

Modern L&D Research, © Bersin, 2009, 798 respondents, www.bersin.com

31

•Entry Point for All Roles•Program Registration, Access & Reporting

•PDG Historical Development & Designation Transcript

•July 2009

Development Highway

MAX Components & Features

31

One place for everyone in the firm to access development that drives business results

•Live, Interactive Classroom without Travel Expense

•Breakout Rooms•Record & Playback Sessions

•July 2009

Instructor Led

Virtual Classroom

•Self-Paced eLearning Courses

•Program Materials (PDF, Audio)

•2009-2010+

Independent Study

•Leverage metrics to Drive Decision Making

•Producer Profile Capability

•Nov 2009

Analytics

•Communities of Practice•Discussion Forums•Collaborative Knowledge Sharing

•2010

Online Communities

•Skills/Competency and Performance Management

•Development Planning•Bench Development & Succession Planning

•2010+

Talent


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.

BLI Learning Leaders Symposium - Bersin Trends in Learning

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