The Business Impact of Learning & Development

Heidi Hattendorf Motorola Solutions Director, Business Strategy & Operations

Key Topics • Common approach - value creation• Setting expectations – how has that changed • Best practices used to quantifiably assess talent to

drive business decisions• Demonstrating clear business impact

How is Learning Organized Today?• CLO Model – all under one roof • Federated model – decentralized (could be by

function or by business) • HR hosts Learning w/ alliances to businesses;

Customer / External Learning with the Business• Hybrid & other – different flavors in between

Learning Model Linked to Business Priorities • Transformation – skill set change across the org = need for scale

• Speed – need to change quickly and up skill – eg technology or new regulations

• Growth – new markets or core competencies; new talent/onboarding

• Cost savings / efficiencies – new methodologies

• Turnaround – specific initiatives for business improvement

• Move from Classroom to blended • Structured to combination formal/informal • Timed vs on-demand • Customized/developed in house to include off the shelf

& Employee Generated/recorded• Days to Bite sized, modular, short• ‘Sage on Stage’ to Peer to Peer/ Cohort • Push of content vs platform/pull

Driving Expectations Call out the change in how we learn

• Not all Learning happens through the Learning team• What needs to be consistent, centralized and vetted

– Tools, LMS, Portals – Transformational topics – business game changers – Company specific knowledge or mandatory

• Where can we empower the business?– Employee Generated content – video – SME driven– Functional specific

Driving Expectations Form a Partnership with the Business

• 1:1 Dialogues • Talent Reviews • 360 Feedback • HiPo programs• Open discussions, coffee talks/let’s chat • Mentoring

Assessing Talent Qualitative

Assessing Talent Quantitative • Performance Ratings

– Friend or Foe– Differentiation of pay – The collaborative work environment

• Engagement measures • Retention • L&D Programs / Stats – consistency, scale • Maturity assessments • Business results

• What are we measuring – how are we defining success?

• How have the stakeholders changed? • Roles of the LMS / Systems /Processes – not

letting the tail wag the dog • Shared success across the business• Updating the expectations of employees, HR

Business partners and business leaders • How we Learn & Develop today

Clear Business Impact for L&DDemonstrating the impact

Summary from 2016 DeloitteHuman Capital Trends Report TODAY / TRANSITIONAL EVOLVING TO

Learning corporate program based w/ L&D Content and L&D experts

Learning is an experience sourced from internal business, L&D and external experts

Catalog of courses; Learning Management System (LMS) centric

Portals, websites serving up access to videos, content, articles; Search & Curation

Experts push training Employees pull Learning

Lecture based, top down; learn specific skills

Experiential, workshop based, interactive and working on real business problems

Detailed competency models Frameworks outlining broad capabilities

L&D plays a lead role in what a person learns and focuses on; traditional 70-20-10 model

L&D is more of a supporting and enabling role with greater focus on blend of internal, external and self-directed

Mirrored a world of top-down, hierarchy and single information sources

Adapts to a world of continuous learning, collaborative teams, social communications

Excerpts from 2016 Human Capital Trends Report; Bersin, Deloitte

Business Impact Mindset Shift Traditional Measurements in L&D - examples

• Detailed level 1 surveys about a course

• Consumption – which classes are being taken, participation to prove value

• Detailed Learning plans by Department

• Spend on Learning in the LMS and internally driven content

Modified Measurements - but opportunity for ‘bigger business case’

• Shorter level 1 – ‘rate your ride/Uber’ or ‘would you recommend’

• Consumption as a driver for cancellation and move towards online

• Learning plans for silos shift towards Learning Paths, curated streams

• Spend and Business Case on Learning includes all Learning related with an overview and recommendations by L&D as a work partner

The Bigger Business Case • Continue to measure modified approach

– Short, edgy questions & adapt based on feedback – Focus on Learning paths: tie teams together and cross-train

• Think out of the L&D Swim Lane – Be in the Business – What are the top priorities for the business – recommend L&D role to achieve – What capabilities does this team need to get to be competitive over the next 3

years (eg. Data science or groups like HiPos) – Revisit need of Learning solution vs communication, management responsibility

• Rebrand as the Talent Development business partner– Use the language of the business (growth, results vs LMS, courses) – Let go of trying to control all things Learning; add value to the business – Embrace continuous learning and unleash

Summary • Embrace L&D’s changing role• Critical capabilities needed in by the business more than ever • Align closer to stakeholders to jointly assess needs • Find more business partners within the business• One approach does not fit all - adapt

Change the game: bigger ‘measure’ of success