Josh Bersin Pandemic

Learning In The PandemicMore Essential Than Ever

© 2020 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL

Josh Bersin

Global Industry AnalystAugust, 2020@Josh_Bersin

© 2020 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL PAGE 2

How the World Has Changed

CoronavirusCrash

GlobalPandemic

Back toWork

TransformedBusiness


Four Phases of The Pandemic

ReactHR, IT, Facilities come togetherResponse task force assignedSet up emergency team around the worldDaily standup meetingsRegular all-hands and CEO communicationsEssential vs. Non-Essential workersReal-time data on infection and travelReal-time feedback and surveysReporting of problems, infections, issuesRemote work policyStipend for home office equipmentSupport India and remote officesEmpower HRBP to act and coordinateCut or realign budgetsShare business downturn and changesCEO Chief Empathy OfficerSupport leaders to help remote workersProvide support to furloughed peopleReturn and remind of values and missionShow positive future and optimismPut big projects aside

RespondRemote work training and tools1:1s, communications, team connectionPrograms for mental health and resiliencyIncrease access to counselingCost offset for childcareWellness, safety tips, education on virusExercise, fun, kids programsOnline learning on every topicHome school help and programsDaily communications on status and policiesCoaching and counseling on stressFurlough or job policiesMandatory leave, vacation policy updatesUpdate to performance processNew workforce plan, new hiring plansSwap workers, support dislocated peopleChange bonus accruals, exec payRegular pulse surveys and feedbackRemote interview, onboardingTrain managers on new role and issuesApply for government support in location

TransformReinvent business modelRethink customer experience and demandMove and change roles, train for new rolesRedefine customer engagement modelCreate new business plans and goalsRedefine org structure for new worldSet in place ongoing measurementsIdentify new HR tech platformsRealign careers and jobs for new businessInvest in citizenship and diversityDeal with Black injustice issuesRedefine brand and marketing messageCreate scenario for new wave of virusPartner with infection, safety vendorsRethink hiring planStrengthen internal mobility programsRoll out new work at home strategyRoll out new facilities strategyRoll out new customer interaction strategyGive leadership a rest and new energyRedefine company missionRealign financial goals

ReturnMove and change roles, train for new rolesCreate new protocols for safety and healthDefine who “comes back” and who doesn’tCreate distancing guidelines in officeBuy masks and other safety equipmentStay current on local regulations and changesIdentify “fear of return” and address issueFormalize infection reporting processDecide new process for pay and performanceReset expectations around productivityCreate new flexible work policyDecide what locations to closePut people into working teamsCreate program around stress and PTSDInvest in pay and benefits for economicsAlign with ongoing government policiesSupport local community programsTrain employees on productivity at homeRoll out new wellbeing programRoll out new leadership support program


Four Phases of The Pandemic: Learning Is Massive

ReactHR, IT, Facilities come togetherResponse task force assignedSet up emergency team around the worldDaily standup meetingsRegular all-hands and CEO communicationsEssential vs. Non-Essential workersReal-time data on infection and travelReal-time feedback and surveysReporting of problems, infections, issuesRemote work policyStipend for home office equipmentSupport India and remote officesEmpower HRBP to act and coordinateCut or realign budgetsShare business downturn and changesCEO Chief Empathy OfficerSupport leaders to help remote workersProvide support to furloughed peopleReturn and remind of values and missionShow positive future and optimismPut big projects aside

RespondRemote work training and tools1:1s, communications, team connectionPrograms for mental health and resiliencyIncrease access to counselingCost offset for childcareWellness, safety tips, education on virusExercise, fun, kids programsOnline learning on every topicHome school help and programsDaily communications on status and policiesCoaching and counseling on stressFurlough or job policiesMandatory leave, vacation policy updatesUpdate to performance processNew workforce plan, new hiring plansSwap workers, support dislocated peopleChange bonus accruals, exec payRegular pulse surveys and feedbackRemote interview, onboardingTrain managers on new role and issuesApply for government support in location

TransformReinvent business modelRethink customer experience and demandMove and change roles, train for new rolesRedefine customer engagement modelCreate new business plans and goalsRedefine org structure for new worldSet in place ongoing measurementsIdentify new HR tech platformsRealign careers and jobs for new businessInvest in citizenship and diversityDeal with Black injustice issuesRedefine brand and marketing messageCreate scenario for new wave of virusPartner with infection, safety vendorsRethink hiring planStrengthen internal mobility programsRoll out new work at home strategyRoll out new facilities strategyRoll out new customer interaction strategyGive leadership a rest and new energyRedefine company missionRealign financial goals

ReturnMove and change roles, train for new rolesCreate new protocols for safety and healthDefine who “comes back” and who doesn’tCreate distancing guidelines in officeBuy masks and other safety equipmentStay current on local regulations and changesIdentify “fear of return” and address issueFormalize infection reporting processDecide new process for pay and performanceReset expectations around productivityCreate new flexible work policyDecide what locations to closePut people into working teamsCreate program around stress and PTSDInvest in pay and benefits for economicsAlign with ongoing government policiesSupport local community programsTrain employees on productivity at homeRoll out new wellbeing programRoll out new leadership support program

What HappenedWhat To Do Now

Work at HomeLeadership andManagement

New WorkplaceNew Protocols

New BusinessNew Customer Models


4%

5%

7%

8%

8%

9%

12%

13%

15%

17%

38%

54%

Managing Schedule

Social Isolation

Productivity

Family Health

Work Life Balance

Stress and Mental Health

Viability of Employer

Remote work

Personal Finances

Childcare and Home Schooling

Personal Health

Job Security

Top Issues May, 2020

Top Issues On Employees’ Minds

Top 4 Issues• Financial Security (81%)• Health and wellbeing (56%)• Family (25%)• Productivity and work (24%)


6%

6%

7%

7%

7%

10%

10%

12%

14%

14%

16%

17%

26%

0% 5% 10% 15% 20% 25% 30%

Foster Connections w/Employees RemoteUnderstand New Regulations

Help Employees w/Mental HealthReduce Costs

Deal with UncertaintyPlan Workforce Utilizatoin

Increase Long Term ViabilityContinuity of Business Operations

Communicate Frequently and ClearlyProtect Employees Jobs

Create Engagement Working RemotelyTransition to Remote Work

Health of Employees

Top Issues Week of April 1-18, 2020

Top Issues On HR Departments’ Minds

Top 4 Issues• Jobs, Continuity, Legal (42%)• Health and Wellbeing (41%)• Manage Remote Work (39%)• Mental Health, Uncertainty (14%)


The Big Reset in HR: New Operating Model

Responsive (Efficient) Resilient (Adaptive)

Strategic, data-driven, experience-oriented, diverse, inclusive, passionate.

Cross-trained, highly collaborative, distributed, coordinated, agile.

• Integrated HR tech strategy• Strength in People Analytics• Self-directed learning, new career models• Integrated experience for recruitment• Strong focus on business priorities

• HR professionals work close to client needs• Teams are cross-functional by design• Agile “pools” of people who work on projects• HR professionals know each other well• Skills and capabilities valued and well known

Operating Model: central control, distributed execution

Operating Model:distributed control, centralized coordination

Success: efficiency and employee satisfaction Success: speed and quality of response


Organizational Resilience

1. Operating Model: distributed authority with central coordination

2. Capability: deep levels of training and experience

3. Relationships: socio-technical systems and personal relationships

4. Shared data and real-time situational awareness

5. Leadership: Creates trust and believe in creativity and innovation

Creating A Resilient Organization

Individual Resilience

1. Positive attitude and emotion, growth mindset

2. Work: fit, safety, enablement, tools, support

3. Relationships: work, home, family, community

4. Purpose: meaning and mission of work and life

5. Progress: ability to perform, achieve, and grow

9

The Changing L&DMarket

1


*Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10, 2015. https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html** Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial-robots/index.html

The Future of Work is Here

AI, Robotics, Sensors Have Arrived

83% of CEOs expect AI to radically change their business in the

next 3 years.

51% have already implemented major automation projects

in services or product areas.

55% of employees are worried about

automation taking their jobs.


Source: U.S. Bureau of Labor StatisticsKansas City Fed, Q1 2019, Q4 2019

GapWidening

Shift To Service Centric Economy


Employee Anxiety: Jobs and Career

83% of Employees

believe it is theirresponsibility to

reskill themselves

ANXIETY ABOUT JOB AND LIFEMovement of business to new economies and inward focusof business is the mandate for 2020

Job may not survive and I may lose my job

How do I stay productive and balance life and work

76%


The L&D Market

Tuition Reimbursement, $27.0

Managerial, $29.6

Compliance, $23.3

Process/Procedure, $21.1

Sales, $19.0Onboarding/orientation, $17.3

Professional (engr, acct, legal), $16.9

IT and desktop, $16.7

Soft skills, interpersonal, $16.5

Executive/leadership, $14.6

Customer Service, $12.7

Product Education, $12.7

Basic skills, $6.1

Total Worldwide L&D Spending by Program ($ Billion)

US: $141 Billion

Global: $211 Billion

Sources: ATD Market Study, Bersin Corporate Learning Factbooks, Toward Maturity Benchmark Surveys, Sierra-Cedar HR Systems Survey, Bersin Proprietary Research, © Josh Bersin www.joshbersin.com

http://www.joshbersin.com/


The L&D Marketplace Is Growing Rapidly

-11%

2%

10%12%

10%8%

7%6%

5%

2008-2009 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2017 2018-2019 2019-2020

L&D Global Spending YTY Growth Rate

Sources: ATD Market Study, Bersin Corporate Learning Factbooks, Toward Maturity Benchmark Surveys, Sierra-Cedar HR Systems Survey, Joshbersin.com research


How Corporate Learning Has EvolvedWe are here

E-Learning& Blended

1998-2002 2005 20182010

Self-StudyOnline Learning

Course CatalogOnline University

2020

CapabilityAcademies

CapabilityAcademies

Instructional DesignKirkpatrick

LMS asE-Learning Platform

TalentDriven Learning

Career FocusedLots of Topics

Learning PathCareer Track

Blended LearningSocial Learning

LMS as TalentPlatform

Learning InFlow of Work

Everyone, All the Time, Everywhere

Micro-LearningReal-time Video

Courses Everywhere

Design ThinkingLearning Experience

LMS invisibleData Driven, Mobile

“Digital”Learning

Learning On DemandEmbedded Learning

Video, Self-AuthoredMobile, YouTube

70-20-10Taxonomies

LMS as ExperiencePlatform

Formats

Philosophy

Users

Systems

LXP Arrives


We Need Behavioral And Communication Skills

From Soft Skills to Power Skills

https://joshbersin.com/2019/10/lets-stop-talking-about-soft-skills-theyre-power-skills/

https://joshbersin.com/2019/10/lets-stop-talking-about-soft-skills-theyre-power-skills/


It’s Soft Skills That Drive Wage Growth

Growth in Wages and Demand: 1980-2012

Low social, low math

Low social,high math

High social,low math

High social,high math


Young Workers Hungry for Behavioral Skills

Peak Human Potential: Preparing Australia’s workforce for the digital future - 1,083 professional and business respondents in Australia, 7/2019

Young employees seethis stronger than ever

Baby Boomers Gen X Millennials


What Are PowerSkills? The Skills of Success.

Learning Generosity Joy Teamwork

Optimism Curiosity Tenacity Flexibility Integrity

Commun-ication

Drive Ethics Empathy Followership

Happiness Patience Kindness Forgiveness

TimeManagement

Awe

Source: IBM, Greater Good Science Center, Pymetrics, Josh Bersin


People Desperately Want To Learn

Inability to learn and grow20%

Working too hard, travel, unhealthy work environment

12%

Inability to get promoted11%

Not getting adequate raise11%

Misalignment with company mission or purpose

10%

Poor relationship with manager9%

Lack of respect for CEO or leadership

8%

Poor relationship with team mates or peers

6%

Other13%

What Is The #1 Thing That Would Make You Look For A New Job?

N=2,800 professionals, Fall 2018, Bersin and LinkedIn Research, https://www.linkedin.com/pulse/want-happy-work-spend-time-learning-josh-bersin/

https://www.linkedin.com/pulse/want-happy-work-spend-time-learning-josh-bersin/

21

Learning Tech Market:Expanded and Confusing

2


Source: Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2018

Source: Sierra-Cedar HR Systems Study, 2018

Evidence of Change

• 38% of LMS users wantto improve the user experience

• 28% of companies are buying a new core learning platform

• 14% are planning on replacing their LMS

The Scale of Technology AdoptionThe number of different technologies in use is growing year on year, although this is not matched by an increasing investment of training budget in technology. The global average is 23 different technology tools or platforms – double the number of technologies that organizations were using in 2011.

© Copyright Towards Maturity CIC, 2017, 2018 London.

Number of technologies used

Num

ber o

f diff

eren

t te

chno

logi

es in

use

23

2018

Explosion of Learning Tools


The Corporate Learning Market Has Exploded


Automate Integrate Engage Perform

1990s-2000s 2004-2012 2012-2017 2019+

Automated Talent Management

Integrated Talent Management

Engagement, Fit,Culture, Analytics

Productivity, Performance, Teams

Talent Management: Integrated processes and systems, Talent as core to HR and business

agenda

Systems of AutomationPractice-driven solutions

People Management: Focus on culture, engagement, environment, leadership, and fit

Systems of Engagement, Empowerment solutions

Engage

Team & Work Management:

Optimizing productivity, alignment, and teams to make

work better.

Systems of ProductivityIn the Flow of Work

Shift To Technology That Makes Work Easier


Learning ExperiencePlatforms

Degreed, EdCast, Fuse, Percipio, Filtered, Cornerstone, 360Learning

Valamis, Tribridge, LinkedIn…

Program DeliveryPlatforms

Cross Knowledge, Intrepid, NovoEdEdX, Everwise, OpenEdX, Blackboard,

Canvas, Coursera, Bridge, D2L, Trailhead...

Micro-LearningPlatforms (Adaptive)

Axonify, Area9, Grovo, Qstream, Practice, Rehearsal, Jubi, Wisetail, Mindtickle,

Trivie, Echo, EduMe, etc.

LMS and Content Platforms

Cornerstone, Saba, SuccessFactors, SumTotal, WorkdayOracle, Kallidus, Bridge, D2L, Totara, Litmos, Intellum, Docebo, others

Assessment, VR, Development ToolsVideo Authoring, Intelligent assessment, spaced learning,

gaming, virtual reality, collaboration, simulations, STRIVR Labs, Mursion, Microsoft, WarpVR, VantagePoint

Content ProvidersLinkedIn, Udacity, Coursera, Bersin Academy, Udemy, Pluralsight,

SkillSoft, CrossKnowledge, Coorpacademy, Cornerstone, hundreds of others

Learning Record Store

GrassBlade, Learning Locker, Saltbox, Yet, Watershed

1

5 6

8 9

Digital Adoption and Workflow Learning ToolsWalkMe, EnableNow, Microsoft Teams, Slack, GSuite

7

The Learning Market Has Grown Up

Talent Marketplace PlatformsFuel 50, Gloat, Workday, 365 Talents, Bridge

4

2 3


The New Model for Learning: In The Flow of Work

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


Macro

Macro

Micro

Micro

Micro

Micro

Micro

Teach

New on the Job Seasoned Expert

Pace

of L

earn

ing

Normal

Great

Bad

Credential

Learning In The Flow of Work™


Novice

Literate

Capable

Expert

Structured Content

(Macro-Learning)(58%)

Unstructured Content

(Micro-Learning)(42%)

O’Reilly study of over 200,000 learning interactions for engineering and software skills found that 58% are “structured” or linear, and 42% are “ad-hoc” or content focused.

Research Proves Role of Micro and Macro Learning


• “Not only does retrieval produce learning,

a retrieval event may actually represent a

more powerful learning activity than an

encoding event.”

• “Retrieval practice produces more learning

than elaborative study, implying that the

act of reconstructing knowledge itself

is one of the most powerful learning

activities we can produce.”

28%

46%41%

69%

Study Repeated Study Concept Mapping Practice andRetrieval

Technical Material Percentage Retained Two Weeks Later

Source: “Retrieval Practice Produces More Learning than Elaborative Studying with Concept Mapping,“ Karpicke and Blunt, Purdue, 1/21/2011

146% increase in retention

Spaced Learning With Practice Is The Answer


Learning Will Appear Everywhere


Wordpress Dropbox

EdX Coursera Intrepid

Skype MS Teams Webex

Stripe Shopify Paypal

Fuel50 Gloat Bridge

SkillSoft Gen Assembly IBM

Degreed EdCast Valamis

Cornerstone Saba SumTotal

Sharepoint Wordpress Dropbox

Cornerstone Coursera Intrepid

Skype MS Teams Webex

Stripe Shopify PayPal

Fuel50 Gloat Bridge

DegreedEdCast

Gen Assembly IBM

Degreed EdCast Valamis

Bridge

Docebo

EdX

Facebook

SAP

SuccessFactors

LinkedIn

SkillSoft

How Platforms Are Disparate In The Market(Representative Vendors – Many left out to show the idea.)

Nom

adic

Inkl

ing

Nov

oEd

Deg

reed

360L

earn

ing

Fuse

Fuse

Uni

vers

al

Learning Management

Content Management

Course Management

CollaborationMentoring

CommerceCompliance

Curricula /CareerManagement

Skills Management,Assessment

Learning Experience

EdCast

SumTotal

NovoEd

Slack

Saba

Cornerstone

Pluralsight

Fuse


Where The Learning Industry Is Going

Learning Data and IntelligenceActivity, completion, skills, influence, authority, user profile, user data

Content Assembly and DeliveryRecommendations, pathing, pre-requisites, versioning, media management, transcription, translation, delivery management, platform awareness

Learning Business RulesRequired, manager approval, payment, access, competency-driven, badging, certificates, scheduling, resource management, third party catalog

Third PartyContent Live Experience Flow of

WorkLeader

Coaching Project Work Feedback

ContentDevelopment

CollaborationComments

PerformanceSupport Mentoring Developmental

AssignmentAssessment

Quizzes

Learning ExperiencePortal, mobile view, app, user interface

Discovery and RecommendationUser based, skills based, content based, AI based

HRMS

LXP

LMS


Skills vs. Capabilities

The “Skills Cloud” Idea

JobDescriptions

Education &Degrees

LearningHistory

CredentialsBadges

DocumentsCreated

ArticlesPublished

Click StreamOf Content

EmploymentHistory

SelfAssessment

TestsAnd Scores

PeerAssessment

PerformanceAppraisals

Connections &

Associates

AffiliationsMemberships

ProjectsYou’veDone

Feedback onReal Work

Level ofAuthority

Reputation In Market

SocialFollowership

Industries ofExperience

Companiesof Experience


Skills vs. Capabilities – Not A Simple Process

The “Skills Cloud” Idea

Self-Tagging

WordIndexing

ContextMatching

InfluenceRating

JobCareer

Matching

MuchMuchmore

LXP ATS Talent Marketplace ONA Tool Industry taxonomy Extensible AI


Content Development

Learning Evaluation

Instructional Design

L&D Performance Consulting

Learning Delivery

Division / Country

LeadershipLMS

Administration

New

Strategic Enablers

ContentCuration

AIAlgorithms

DataAnalysis

MarketingBrand

Comms

User FlowOf WorkAnalysis

Tech ToolsEvaluation

PerformanceConsulting

AdvancedMedia

App and AgileDevelopment

UI andExperience

Design

Core

“You’re no longer managing curricula, you’re managing employee journeys.”

Traditional

New Capabilities for L&D


Evolving L&D Roles: Capability Development

Derived from LPI Capability Model, #LPICapMap

InstructionalDesigner

E-LearningDeveloper

PerformanceConsultant

Learning Experience Designer

ClassroomInstructor

OnlineInstructor

SME LearningCoach

CommunityFacilitator

LMS Administrator

Learning Technologist

User Content Curator

Learning Architect

Data Analyst

ContentManager

TopicOwner

TaxonomyArchitect

CapabilityLeader

LearningLeader CLO Learning

General ManagerSales and

Marketing Leader


Adaptive Learning Drives Performance

57%

42%

62%

75% 78% 75%

100%

29%

46%

17%

46%

60%

36%

63%59%

27%

42%

56%

38%

25% 22% 25%

0

71%

54%

83%

54%

40%

64%

37%42%

73%

Waterfallmodel

Agile for someL&D

Agile acrossL&D

Continuouslymonitorlearning

engagementand business

and talent data

Defined skillsand

capabilities toprioritize L&D

needs

We experimentwith L&D Tech

to driveinnovation

Robust internalmobility across

L&D

Usegeneralists in

L&D andoutsourcespecialists

Use strategicbusinesspartners

assigned tobusiness units

Hierarchicaland risk averse

leadership

Flexible andopen to

continuouschange

Contentdesigned as

learningjourneys

Contentdesigned ascourses and

curricula

We usecapability

academies forcritical areas,

led bybusiness

Starting toadopt Learning

in Flow ofWork

Not working onflow of work

High Performers Low Performers

JBA-NIIT Adaptive learning research, 53 companies, more than 14 million learners, High Performers are top 30% of sample based on business

growth and Glassdoor ratings.

38

Bringing Platforms TogetherThe Capability Academy

3


From Skills To Capabilities

Skills CapabilitiesKnowledge on a topic or system. Ability to perform in a job.

• Topic based, often technical• Often self-taught with coaching• Many levels of knowledge and experience• Constantly changing• Easy to assess, not sure of utility

• Defined around actual job activity and outcomes• Involve technical and social and behavioral skills• Developed through experience, context, education• Wicked in nature (not easy to automate)• Assessed through actual performance

Hundreds of skills taxonomies Unique and often custom to your company

Video learning, online, testing Broad learning context, experiences, mentoring


What Is An Academy?

1. An Academy is a place of study in a special field, “a police academy.”

2. A society or institution of distinguished scholars, artists, or scientists, that aims to promote and maintain standards in its particular field.

1. An Academy is a place you go to study, learn, and advance your professional capabilities.

2. An Academy is a place you go to update your skills and knowledge in your field on a continuous basis.

3. An Academy is a place you go to transform your career, change jobs, learn to get promoted.

4. An Academy is a place experts go to teach, share, collaborate and advance the state of the profession.

5. An Academy is a place the profession relies on to build and maintain standards, thought leadership, and new directions of the field.


Micro-Learning

Videos, blogs, articles, micro-learning programs,

on-demand,in the flow of work

Macro-Learning

MOOCs, courseware, courses, simulations,

assessments and may include VR and AR

Group LearningUniversity

Events, innovation sessions, leadership

programs

On the JobLearning

Coaching, developmental assignments,

mentorship, exposure

Only 31% of companies offer continuous learning opportunities,

only 14% feel effective in this area, yet 79% of L&D

professionals investing in this model

42% of companies believe they effectively help people perform in future role, 29% in future role, yet

focus here is high and growing

Only 38% of companies offer development activities outside of formal training, continuous focus

needed

83% of companies have a corporate university and 32% say

its usage is increasing

Source: Bersin by Deloitte High-Impact Learning Organization 2017, n=1200

ATD “Microlearning: Delivering Bite-Sized Knowledge,” n=596

Academies Integrate Four Forms of Learning


Traditional Training

L&D or HR-ledFormal programs

LMS catalogCertificationRole-based

Self-DirectedLearning

LXP Interface and discovery

Recommended contentAnyone can author

Open access

Volume high, quality mixed“System-curated”Individual-focused

CapabilityAcademies

Organized by functionalArea and strategic need

Led by SMEsand business leaders

External content and instructors

Mentoring and coachingBy design

Assessment and capability models

Talent mobility andproject assignments

Sponsored by business, Constantly adapting

Digital

Data science

Cyber Security

Cloud engineering

Sales

Global marketing

Product management

Organ research

Logistics and supply

Customer service

Patient care

HR

The Corporate Capability AcademyCorporate Capability Academies are The next wave after self-directed learning.

They are way to strategically align learning in the flow of work.

“not digital, costly to scale”

“too much content, not enoughcontext”


Great Corporate University Strong CLO Excellent

L&D SkillsStrong 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 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?

Are experts rewarded and

valued?

We must not forget the critical roll of culture


Building The Agile L&D Organization

Josh Bersin Pandemic

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