Democratizing Learning and Development

DEMOCRATIZINGLEARNING ANDDEVELOPMENTDecember 2016

TODD TAUBER | Degreed@toddtauber

@degreed

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Mike Miller | Caterpillar@mmiller206

@CaterpillarInc

Degreed is a unified learning platform that helps organizations and people target learning at their skills gaps — however and wherever they build their expertise.

INTERNAL LEARNING & TALENT SYSTEMS+

EXTERNAL TRAINING CONTENT+

INFORMAL LEARNING ECOSYSTEM

ABOUTDEGREED LMS Instructo

r-led classes

Videos

Webinars

CustomPortals

OnlineCourses

MOOCs

BooksArticles

Live Events

HELLO.LET’S TALK ABOUT…

Managing human capital in the on-demand economy

L&D of the people, for the people, and by the people

How to re-wire learning and development for democracy

Toward a more perfect union (L&D, workers and managers)

Q&A

1234

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1MANAGING HUMAN CAPITAL IN THEON-DEMAND ECONOMY

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AUDIENCE POLL:QUESTION #1WHAT IS THE PRIMARY BUSINESS PURPOSE FOR INVESTING IN LEARNING AND DEVELOPMENT IN YOUR ORGANIZATION? (CHECK ONLY ONE)

1. Employee engagement2. Customer satisfaction3. Revenue growth4. Cost efficiency and profits5. Something else (use the chat box)

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CEOS INVEST IN EFFICIENCY…NOT IN ENGAGEMENT

Source: CEB, The Career Path is Dead!, 7/2015; SAP, Research Shows Companies Unprepared For Future of Work, 9/2014; McKinsey & Company, How Many of Your Daily Tasks Could Be Automated?, 12/2015

From careers... to gigs... and robotsEmployees now stay at the same career levels for 30% longer than they did in 2010.

83% of executives plan to increase useof contingent and temporary workers.

45% of work activities (and 5% of jobs) could be automated using current technology.

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CLOS INVEST IN EFFICIENCY…NOT IN ENGAGEMENT

Source: IMD / KPMG, Corporate Digital Learning: How to Get It “Right”, 9/2015

32%

23%16%

12%7% 5%

WHY DO CHIEF LEARNING OFFICERS USE DIGITAL?

Meet theneeds ofGen.XYZQuality

ConvenienceConsistency

Cost

Reach

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BERSIN BY DELOITTE ANALYST,DANI JOHNSON

L&D professionals appear to be rethinking their dedication to efficiency…and instead focusing on more flexible methods…

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Source: Bersin by Deloitte, Changing Mindset? Yes Please., 1/2016

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CATERPILLAR IS THINKING DIFFERENTLY ABOUT L&D

Caterpillar seems to be aiming for a balance between efficiency and flexibility in L&D.So how are your team’s strategies and approaches for developing capabilities shifting …and why?

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2L&D OF THE PEOPLE, FOR THE PEOPLE, AND BY THE PEOPLE

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AUDIENCE POLL:QUESTION #2WHO DRIVES MOST OF THE LEARNING AND DEVELOPMENT HAPPENING IN YOUR ORGANIZATION? (CHECK ONLY ONE)

1. L&D leaders2. Business leaders3. Line managers4. Workers5. Someone else (use the chat box)

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LEARNING & DEVELOPMENT ISSOMEONE’S JOB AND EVERYONE’S

Source: Degreed, How the Workforce Learns in 2016, 1/2016

L&D or HR departmentEmployer's LMS

Browse specific resourcesSearch the Internet

External networkPeers at work

Boss or mentor

21%28%

43%47%

23%55%

69%

WORKERS GET GUIDANCE FROM PEOPLE, TECHNOLOGY AND L&D

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SMARTER CLOS ARE ALREADY INVESTING TO MANAGE LESS AND EMPOWER MORE

Source: Bersin by Deloitte, 2015 Corporate Learning Factbook, 6/2015

-20% +29% +13% +90%Less trainingvia ILT, vILT

ore-learning

More learningvia on-the-job experiences

More learningvia

collaborating and coaching

More learningvia on-

demand resources

HIGHER-IMPACT L&D ORGANIZATIONS DELIVER...

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INTEL DIRECTOR OF DIGITAL PLATFORMS, TIM QUINLAN

I want something that will seriously complement, or compete with, a Google search because that's the learning experience…

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Source: Degreed, LENS SF: The Digital CLO Conference, 11/2016

CATERPILLAR IS LEADING L&D DIFFERENTLY THESE DAYS

Caterpillar still needs traditional L&D. But you are also looking to enable more self-serve and peer-to-peer learning.So how is CAT’s Global Dealer Learning team rebalancing people, time and money to manage less and empower more?

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3HOW TO RE-WIRE LEARNING AND DEVELOPMENT FOR DEMOCRACY

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AUDIENCE POLL:QUESTION #3HOW MANY DIFFERENT RESOURCES DO YOU THINK A TYPICAL WORKER IN YOUR ORGANIZATION USED FOR THEIR PROFESSIONAL DEVELOPMENT THIS YEAR? (CHECK ONE)1. 02. 1 to 53. 6 to 104. 11 to 205. 20+

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TODAY’S WORKFORCE DEMANDSFRICTION-FREE L&D

Source: Degreed, How the Workforce Learns in 2016, 1/2016

Worker

Expertise

Not enoughtime for L&D

offerings

Not enoughguidance or

direction

Not enoughrecognitionor reward

-47 NPS -62 NPS -71 NPS

OBSTACLE #1 OBSTACLE #2 OBSTACLE #3

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INTEGRATE EVERYTHING PEOPLE NEED TO LEARN, WHEREVER IT’S FROM

FirewallLMS

Document Management

& Collaboration

EnterpriseSocial

Network

VideoTrainingSystem

SkillsoftHarvard Manage Mentor

Cross Knowledg

e

getAbstract Safari Open

Sesame

Udemy Pluralsight

…and more

User Generated

ContentYouTube TED

Microsoft Virtual

Academy

Coursera edX Udacity NovoEd

IDEO U General Assembly

The Economist

The Wall

Street Journal

Pocket Feedly Stack Overflow

...and more (much more)

L&D/HR SYSTEMS PAID CONTENT OPEN RESOURCES

Source: Degreed, Democratizing Learning and Development, 12/2016

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ATLASSIAN CLO, SAM HAIDER

It is the age of APIs...We can now strategically choose the value that we want to bring together and connect it via APIs.

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Source: Degreed, LENS SF: The Digital CLO Conference, 11/2016

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CATERPILLAR IS INVESTING DIFFERENTLY IN L&D NOW

New content and tools can make L&D faster, cheaper and more agile – and also make some new things possible.So how are you and your team re-building the learning ecosystem for Caterpillar’s Global Dealer Network?

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CATERPILLAR’S NEW LEARNING ECOSYSTEMCaterpillar is rebuilding its global dealer learning ecosystem to empower personal and professional development.

Source: Caterpillar, Global Dealer Learning Ecosystem, 10/2015

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4TOWARD A MORE PERFECT UNION…OF L&D, MANAGERSAND WORKERS

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AUDIENCE POLL:QUESTION #4WHICH ROLES IN YOUR L&D ORGANIZATION DO YOU THINK WILL CHANGE OR EVOLVE MOST OVER THE NEXT FEW YEARS? (CHECK ALL THAT APPLY)

1. CLOs2. Learning consultants / program managers3. Designers / developers4. Trainers / facilitators5. Technology / LMS managers

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NEW CONTENT, TOOLS AND TECHNOLOGYDON’T CHANGE L&D – PEOPLE DO

New mindsets& priorities

New practices

& processes

New roles& capabilities

New tools& technology

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Source: Degreed, Democratizing Learning and Development, 12/2016

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THINKING, LEADING AND WORKING DIFFERENT REQUIRES NEW CAPABILITIES IN L&DLEADING Managing

programsManagingportfolios

DESIGNING Creatingcontent

Curatingexperiences

FACILITATING Trainingclasses

Managingcommunities

CONNECTING AdministeringLMSs

Integrating and managing products

AND

AND

AND

AND

Source: Degreed, LENS SF: The Digital CLO Conference, 11/2016

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PROCTER & GAMBLE CLO, ANN SCHULTE

You are not giving up control to the learners.You are sharing control with the learners.

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Source: Bersin by Deloitte, IMPACT 2016 Conference, 4/2016

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CATERPILLAR IS MANAGING ITS L&D TEAM DIFFERENTLY

Making new approaches to L&D (and new learning technologies) work requires new kinds of L&D professionals.So how are you and your team re-organizing and re-skilling to build the capabilities you need to succeed now?

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QUESTIONS?FOR DEGREEDget.degreed.com@degreed

FOR TODDtodd@degreed.com@toddtauber

FOR MIKEmiller_michael_w@cat.com@mmiller206

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