Corporate Learning in 2016

Seven trends shaping the futureJosh BersinPrincipal, Bersin by DeloitteMarch, 2016

Corporate Learning in 2016

Seven trends shaping learning for 2016

The New World of Work: Learning at the Center

1. Economics: The Learning Curve is the Earning Curve

2. Brand: Learning as Employment Brand

3. Growth of Corporate L&D: Faster than Ever

4. Shift in the Learning Mix: Content and Curation as King

5. Managing Content: Today’s New Challenge

6. 21st Century Career Management: A New Opportunity

7. Modernizing L&D: Transformation of the Function

Percent rating trend important

Importance of Human Capital trends to business

Series1

Organizational design

Leadership

Culture

Engagement

92%

89%

86%

85%

Learning

Design thinking

Skills of HR organization

People analytics

Digital HR

Workforce management

77%

74%

71%

84%

79%

78%

% very important

2016

56%

57%

54%

48%

44%

39%

36%

36%

32%

28%

% very important

2015

…

50%

50%

39%

…

39%

29%

…

…

Shared values and culture

Transparent goals and projects

Free flow of information and feedback

People rewarded for their skills and abilities, not

position

Organizational design

A network of teams

B

A

DCF

A

C D E

B

G

How things were How things “are” How things work

E

The overwhelmed employee

The “average” US worker now spends 25% of their day

reading or answering emails

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.

Sources: Deloitte Human Capital Trends 2014 and 2015

Fewer than 16% of companies have a program to “simplify work” or help

employees deal with stress.

Productivity is suffering — is technology helping?

US productivity last ten years

1 billionsmartphones

i-Phonelaunched

100 millionTwitter users

Since 2011 productivity gains have slowed to crawl

Trend 1: EconomicsThe learning curve is the earning curve

Why skills matter so much

Shift to a service and IP-based economy

“Over 300 years of economic history, the principal and most enduring mechanism for distribution of wealth and reduction in inequality is the diffusion of skills and

knowledge.”

Why learning is so important to employees

The learning curve is the earning curve

Trend 2: Learning as BrandLearning has become your employment brand

Culture, value, leadership, and career (The Big Four)

What matters to employees

Year founded (age)

Compensation & benefits

Work life balance

Career opportunities

Senior leadership

Culture and values

0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35

0.00

0.12

0.13

0.22

0.28

0.30

Correlation of employment factors to Glassdoor recommendations as place to work

Culture and leadership are 3X more important than salary in your employment brand.

Career development and learning are almost 2X more important than comp, benefits,

and work environment.

Training is key to Millennial engagement

Millennials rate development the #1 job benefit

Greater vacation allowance

Retirement funding

Free private healthcare

Cash bonuses

Flexible working hours

Training and development

0% 5% 10% 15% 20% 25%

6%

6%

8%

14%

19%

22%

Millennials in the workforceFor Millennials, “Training and development” is the most coveted job

benefit

Source: KPCBPercent indicating job benefit in first place

The Simply Irresistible Organization®

MeaningfulWork

Hands-On Management

FantasticEnvironment

Growth Opportunity Trust in Leadership

Autonomy Clear transparent goals Flexible, humane work environment

Facilitated talent mobility Mission and purpose

Selection to Fit Coaching & feedback Recognition rich culture Career growth in many paths Investment in people, trust

Small Teams Leadership Development Open flexible workspace Self and formal development

Transparency and communication

Time for Slack Modern Performance Management

Inclusive, diverse culture High impact learning culture Inspiration

A Focus on Simplicity

Trend 3: Growth of L&DFaster than ever

• L&D spending has grown in double digits for four years in a row

• Leadership development spending grew by 14% YTY in 2014, highest growth in decade, to over $15 billion

• Learning technology (LMS) spending grew by 21% in 2014, representing a major “technology replacement” cycle beginning

• More than $6.4 billion of financing invested in education and training companies in 2015 (up from 3.2 Billion in 2011)

The corporate learning market

A hot growth marketplace

Expert and user authored video is taking over

Explosive growth in video content

• Video is now >55% of all internet traffic and mobile is now over 60%(KP Internet Trends 12/2015)

• 35 Million people have enrolled in MOOCs in the last four years, with 2015 enrollments doubling 2014 (Class Central)

• Over 50% of learners use mobile for more than 1/3 of their learning (Degreed)

• India is estimated to be a $3-4 billion market for corporate learning and MOOCs

Consumerization of education has arrived

MOOCs are explosive

• 400+ universities. 2,400+ courses.• 16-18 million students.

• Harvard has an in-house course production studio with over 50 staff, including specialists in instructional design, production, research, technical operations, and program support

Using MOOCs Advanced media (video, gaming, mobile)

12%

6%

26%

13%

2015 2016

110% Growth 130% Growth

Companies rapidly maturing their approaches(% of companies rating their practices “excellent”)

Source: Deloitte Global Human Capital Trends 2016, n=7,000

Digital content everywhere

Companies are adopting MOOCs and video

Trend 4: Shift in the mixContent and curation as king

2009

2012

2015

77%

53%

32%

4%

6%

13%

10%

15%

26%

4%

14%

15%

5%

10%

13%

ILTVirtual ILTOnline self-studyOn the JobCollaboration

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”Bersin Corporate Learning Factbook® 2015

Shifting resources away from ILT, toward online and on the job

Huge shift in content strategy

The training industry tries to respond

• Average employee spends 6.5 hours a week learning or trying to learn

• 2/3 of L&D leaders believe learners should use learning every week or more.

• CLOs say L&D is “wildly out of sync” with how people learn….

• Employees rate L&D -31% net promoter score

L&D is Not Keeping Up

• (49% would not recommend and only 18% would recommend their training dept.)

Collaboration with educational insti-tutions

Apprenticeship programs

12%15%

26%24%

2015 2016

60% growth120% growth

Rapid rise in programs to build new career skills (Nursing, Technology, IT)

Need for new career management

Apprenticeship programs

Deloitte Human Capital Trends

Trend 5: Managing ContentDeClutter L&D

80% of utilization use 1% of the learning programs

The “Long Tail” of content usage in training

People cannot absorb all we give them

Typical learning portfolio: Lots of waste

Dell-EMC

A modern learning architecture

Design thinking comes to HR

Learning and engagement merge

Telstra, Nike, Bank of America, Deckers Brands

Trend 6: 21st Century career managementA new opportunity

Career development means upward progression

Career development means growth through new experiences

New positions are offered to me

I seek out and findnew opportunities

Development $ focuses on senior leaders

Development $ is applied to all roles and functions

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 manager, mentor, and others help me find job opportunities

Taking a new assignment can be risky

Moving to a new position is respected and considered key to growth

Career management today

Building the new careerTraditional Today

Back office, operational, contingent employees

TopManagement

Senior management

First line management

Professional

career p

ath

High perfo

rmers

Management career path

High potentials

SMES(Consultants)

Senior specialists

Functional specialists/front-line employees

Middle management

Career management

The traditional view

Back office, operational, contingent employees

TopManagement

Senior management

First line management

SMES(Consultants)

Senior specialists

Functional specialists/front-line employees

Middle management

Career management

The reality

Contracthire

Jobintern

Developmentalassignment

Lateralpromotion

Stretchassignment

ExternalassignmentUpward

promotionLateral

assignmentNew

assignment

Part timeloan

New candidate

New leader

Execsuccession

Desired competencies (knowledge,

behavior, skills)

Open positions & opportunities

Individualneeds/desires

Vision

Strategic initiatives

Desired business

outcomes

Values

Mission

Organization needs

Mobility

Strengths

Development needs

Career aspirations

Annual goals

Successionmanagement

Careerdevelopment

IndividualDevelopment

Plan (IDP)

Strategic competencies Workforce

planning Performancemanagement

Developmentplanning

A method for bringing the talent system together

The talent mobility formula

Innovative approach to development

New expectations for employees

Trend 7: Modernizing L&DTransformation of the function

The “full stack” L&D professionalLMS

Design Thinking

X-API

Employee Engagement

Analytics

Learning experience design

Video

Social systemsMOOCs

Performance SupportContent tools

Product Management

Professional Development

CoachingContent Management GamificationMetadata Taxonomies

UI Design

Instructional design

Mobile app designCareer management

Adaptive LearningSpaced learning Culture

Neuroscience

Digital HR hits L&D

The new skills and roles for L&D

The Chief Learning Officeris now…

The Chief Capability OfficerThe Chief Culture OfficerThe Chief Change OfficerThe Chief Engagement OfficerThe Chief Career Officer

You:

The bold CLO

Be bold

@MasterCard

250+ MICRO TOPICS

THOUSANDS OFTECHNOLOGISTS60+ COUNTRIES

INTRO TO EXPERT

in

covering

from

COMPLEMENTING LEARNINGWITH DIGITAL SOLUTIONS

building a world-classlearning infrastructure

diversifying learningmodalities

growing skills● ● ●

● ● ●

CHANGE THE LEARNING VOCABULARY

recommendconsumediscover

● ● ●

Xerox Services – The New Learning Ecosystem

Xerox Services Learning Eco-

SystemLearning has shifted to also

include mindset of the

employee as a highly effective creative

contributor to the success of the organization.

Moving to a Connected Learning Culture

Blurring the lines between learning and work – learning is continuous… learning is work and work is learning!

The mindset…driving the employee experience

Learning is shifting from one-to-many ….. to many-to-manyLearning is shifting from mandated, generic….to anytime, personalized

Learning is critical to business performance…it makes up the sustainable and innovative nature of your business.

Learning IS the competitive edge for the organization.

With learning, we expand, grow, thrive, and win.Without learning, we stagnate, shrink, and lose.

Moving Toward the 2020 Learning Culture

75%of the workforce

In less than 4 years the Millennial’s and Gen Z’s will make up...

Pathway Learning• Competency driven – offers a guided

path around specific competency• It’s about learning; NOT completions• True micro-learning of 4 – 7 minutes

bursts of information• Keeps the flow of work and learning

continuous• Easy to track • Celebrates daily, weekly, monthly,

annual, and lifetime success• Follows you anywhere with a portable

transcript of your learning experiences.

XSU Ecosystem is Driving a Connected Learning Culture

XSU Learner Community

Structured Learning

XSU PathwaysOn-demand Learning

A sequence of learning activities that drives employees to reach proficiency in their job in the shortest possible time. Through a true micro-learning design of short 4 – 7 minute bursts of information and always assessable, XSU Pathways keep the flow of work and learning at the same time.

XSU The CommonsSocial, Advisor Learning

A peer-driven collaborative learning environment where people can connect and collaborate on best practices

Gold winner of the Brandon Hall Award for “Most Unique and Innovative Learning Development Program”.

A more structured learning environment that offers an LMS., LCMS for course development, gamification, and evaluations/assessments. Reporting, trending, and completions all available through dashboards.

© 2015 Xerox Corporation. All rights reserved. Xerox®, Xerox and Design® and “Work Can Work Better” are trademarks of Xerox Corporation in the United States and/or other countries.

Embedding learning into everyday life.

Reinventing the Learning Experience, March 23nd 2016Giuseppe Auricchio, Executive Director – Learning Innovation, IESE

Continuous & Cross-context

Learner-led & Social

Data-Driven (Output & Input)

OMNI-LEARNING

Home

Workspace

Work trip

Customer premise

A program

MOOC on “Customer Management”

Feedback from your boss on proposal for client

IESE Insight article on customer centricity

Meeting with client

IESE “Advanced Management Program”

Assess Personal Needs Explicate Learning Moments

Enable Learning Assess & Revise

1. Assess Personal

Needs

2. Explicate Learning Moments

3. Enable the Learning Cycle

4. Assess & Revise

CHRISTMAS GIFT

TO: CLOs

FROM: Digitalization

Buildnew

learning journeys Become

Engine for

Digital Mindset

Thank You

@Davidblake @Degreed