Driving Learning Excellence

Business Transformation Through Learning Innovation

Feedback from an interactive workshop delivered at Learning

Technologies 2015

This session is all about learning from the panel and from each other. These

slides reflect all the conversations that

took place at #LT15UK

You!

Jane Daly

Garry Hearn

Laura Pettitt

VeldaBarnes

Laura Overton

You

Inputs from seminar

participants will be

highlighted in gold

Inputs from the panel

will be highlighted

in blue

WHAT DOES

EXCELLENCE IN

L&D LOOK

LIKE?

It provides: A customer-centric not learning-centric serviceRelevant learning experiencesThat are immediately applicableAnd aligned to business needs

It Supports: Career pathsOn the job transferA critically questioning and caring communityMaintained motivation

It results in :Engaged staffPositive Return on investment

WHAT IS

HOLDING US BACK

FROM DELIVERING

LEARNING

EXCELLENCE?

Ourselves:L&D leaders are not leading changeWe are poor in articulating our valueTraining still seen as a means to an end (rather than learning seen as the start of the journey)

Business Perception:Perception of training as an add on rather than an integral offeringLack of resourcesNot meeting the expectations of our customersEmployees not encouraged to take ownership of their learningOrganisational learning culture (or lack of!)

WHAT DOES THE EVIDENCE SAY?

600+ learning leaders45 countries5000 learners

L&D professionals today want even more.

L&D is Using more Technology

200%increase since 2010

19%budget allocated

200%increase since 2010

19%budget allocated

Delivering Efficiency - 17% Cost reduction+21% Volume- 22% Delivery time - 20% Study time

L&D is Using more Technology

INCREASING

PERFORMANCE GAP

87% wanted change 2014

74% wanted change 2010

51% reported benefits

31% reported benefits

53% Top Q

63% Top Deck

Delivering New Products & Services

SO WHAT CAN LEARNING

INNOVATION BRING

TO THE TABLE?

EXCELLENCE IS DEFINED BY THE BUSINESS

Gaining Market Share

Talent

Gaining Market Share17% rise in customer satisfaction

10% improvement in revenueTalent9% reduction in attrition

17% improvement in engagement

14% improvement in productivity

12% reduction in time to competency

Delivering New Products & Services

Change new products & services 23% faster

Roll out new IT applications 26% faster

& improve efficiency!

EXCELLENCE IS DEFINED BY THE BUSINESS

How do we shift the

focus from input to outputs?

How do we shift the

focus from input to outputs?

Turn your attention to the business and to customers rather than on the

L&D team

Attend the right meetings to understand the business need

Make sure your team is equipped to have conversations about outputs

Use evidence to illustrate that you can deliver more than just courses

Be clear about your role in improving performance

Be clear about manager’s roles and responsibilities

WHAT DOES THE EVIDENCE SAY?

WHAT DOES THE EVIDENCE SAY?

600+ learning leaders45 countries5000 learners

T O W A R D S M A T U R I T Y I N D E X

TOP LEARNING COMPANIES

11 years of research show that results improve with maturity

T O W A R D S M A T U R I T Y I N D E X

TOP

DECK

TOP LEARNING COMPANIES

11 years of research show that results improve with maturity

T O W A R D S M A T U R I T Y I N D E X

TOP

DECK

TOP LEARNING COMPANIES

11 years of research show that results improve with maturity

DNA OF THE TOP DECK

COMPANIES

WE LOOKED AT WHAT

THESE COMPANIES ARE

DOING TO ACHIEVE

SUCCESS

DNA OF THE TOP DECK

COMPANIES

97% AGREE THEY

SUPPORT THE SKILLS

THE BUSINESS NEEDS

DNA OF THE TOP DECK

COMPANIES

97% PROACTIVELY

UNDERSTAND HOW

STAFF LEARN WHAT

THEY NEED

DNA OF THE TOP DECK

COMPANIES

100% CONSIDER THE

COURSE AS ONLY ONE

OPTION FOR BUILDING

SKILLS AND

PERFORMANCE

DNA OF THE TOP DECK

COMPANIES

90% ENSURE

INDIVIDUALS HAVE THE

CHOICES AND

INFORMATION THEY

NEED

DELIVERING PEAK PERFORMANCE

3X LIKELY TO SEE IMPROVED PRODUCTIVITY & APPLICATION

2X LIKELY TO RESPOND FASTER & SUPPORT CHANGE

Improved application of learning in the

workplace

Faster response to changing business

conditions

Increased productivity on the job

TOP DECK Average

How do we do this in practice?

Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;

review priorities against business objectives

quarterly or sooner if the business needs it; be prepared to change.

How do we do this in practice?

Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;

review priorities against business objectives

quarterly or sooner if the business needs it; be prepared to change.

Develop an active learner voiceFind out how staff are currently

learning what they need – use the data as learner data tells a more powerful story than assumptions

Use learner data to influence change: informing decisions and engaging senior leaders in new

thinking.

Share learner success stories: an appetite for learning increased

sales in distributor network which then went on to capture the

attention of internal sales teams

How do we do this in practice?

Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;

review priorities against business objectives

quarterly or sooner if the business needs it; be prepared to change.

Develop an active learner voiceFind out how staff are currently

learning what they need – use the data as learner data tells a more powerful story than assumptions

Use learner data to influence change: informing decisions and engaging senior leaders in new

thinking.

Share learner success stories: an appetite for learning increased

sales in distributor network which then went on to capture the

attention of internal sales teams

Stop focusing on ourselves & look at the customers and businesses

we are supportingCreate time to think:

Building an innovation team that involves inputs from business

technology and education. Ask:What can we do for the business?

What processes need to be changed in business?

How do we design differently?

How do we do this in practice?

Create business steering groups to support initiatives; have a regular L&D presence at critical business meetings;

review priorities against business objectives

quarterly or sooner if the business needs it; be prepared to change.

Develop an active learner voiceFind out how staff are currently

learning what they need – use the data as learner data tells a more powerful story than assumptions

Use learner data to influence change: informing decisions and engaging senior leaders in new

thinking.

Share learner success stories: an appetite for learning increased

sales in distributor network which then went on to capture the

attention of internal sales teams

Stop focusing on ourselves & look at the customers and businesses

we are supportingCreate time to think:

Building an innovation team that involves inputs from business

technology and education. Ask:What can we do for the business?

What processes need to be changed in business?

How do we design differently?

Go to where your customers are already gatheringUse the internal intranet to communicate

Publish evaluation data: let success breed successBuild links between online resources and the classroomAdvertise everywhere – even the back of the toilet door – if it’s good enough for google, it’s good enough for us!

How do we do this in practice?

NEW MODELS OF LEARNING

IntegrateLearning& Talent

DevelopLearningCulture

TransformTraining

ALIGNING TO NEED

CustomerActivatedLearning

2 Way BusinessAlignment

E Q U I P L & D A S A G E N T S O F C H A N G E

T HE TOWARDS M ATURITY N EW L EARNING AGENDA – A ROADMAP FOR CHANGE

ONCE YOU HAVE ESTABLISHED YOUR GOALS, STAY

FOCUSSED THROUGHOUT THE JOURNEY:

Data-Driven Decision Making

Business leaders use data to:PredictPlanPersuadePersonalise

Generally, L&D don’t do this!Only 1 in 5 use learning

analytics or benchmarking to improve service and performance

Learning leaders must take a fresh look at data-driven

decision making

“

”LauraOvertonTowardsMaturity www.towardsmaturity.org/2014benchmark

What are the characteristics of a learning

Leader?

What are the characteristics of a learning

Leader?

Learning leaders

Listen and are able to ask the right questions without an agendaSay no when neededCredible in the businessEffectivePassionate about learning AND the business we are servingAre resilient, agile, curious, visionary, tenacious & stubborn!Are able to leverage their social capital in the businessAre able to capture attention through storytellingGet on with things rather than talk about themLearn positively from mistakesKnow about adding valueKeep up with the latest developments

What is the single most important

strategy for modernising

learning?

What is the single most important

strategy for modernising

learning?

Think positively

Get under the skin of your business

Create the time to think and innovate

Be willing to say no to anything that doesn’t

improve outputs!

Be willing to let go of the past in order to move forward into

the future

DRIVING

LEARNING

EXCELLENCE

Business Transformation Through Learning Innovation

What is the one thing that

you will do differently as

a result of today?

DELIVERING LEARNING EXCELLENCE – ACTION PLAN #LT15UK

Business Transformation Through Learning Innovation

Change focus to outputs: me and my team

Ask myself if what I’m working will deliver and is aligned to strategy

Say NO when not aligned to outcomes(Say NO more!)

Listen to what the business needs

Invite myself to meetings that I need to be in

Agree priorities - link the stakeholders to achieve a collaborative way forward

Listen to my customers more

Plan a learner survey

Adapt to the needs of my customer

Think without constraints - work out how to deliver a more personalised learning experience

Use Towards Maturity Research to engage with the business

Create the capacity to think: look at an innovation role

lear

ne

rs bu

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ess

DELIVERING LEARNING EXCELLENCE - WHERE TO GO FROM HERE?

The Towards Maturity Benchmark Report is free to download thanks to the support of our Ambassadors:

Ask us about our Free Resource pack :

Research links

Download our FREE resource pack:

Powerful Research for an Evidence-Based Learning Strategy

Effective L&D Practices in a Nutshell

Unique Learner Insights

Stimulate Debate in Your Organisation

Essential Reading list

Next Steps and Keeping Updated