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1
Making Learning Stick
How Building a Continuous Learning Environment Can Improve Learner Retention
David Mallon, VP – Research
Deloitte Consulting LLP
June, 2013
Perry Cole, Director of
Sales Force Development
CooperVision
2
� Who We Are- Global provider of leading practices, trends, and benchmarking
research in talent management, learning, and strategic HR.
- 60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research.
� Broad Research Practices• Human Resources• Leadership Development• Learning & Development• Talent Acquisition• Talent Management
� Offerings- WhatWorks® Membership: Research, Tools, Education,
Consulting
- IMPACT®: The industry’s premiere conference on the Business of Talent
- Advisory Services & Consulting
Human Resources
Leadership Development
Learning & Development
Talent Acquisition
Talent Management
33
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
4
Agenda
� The Need for a Wider Approach to Learning
� Towards Continuous Learning
� Building Learning Environments
� Results, Closing Thoughts and Q&A
55
The Need for Continuous
Learning
6
The New Workforce and New Workplace
Employee
Mentor
Peer
Partner
Candidate
Customer
W O R K P L A C E
Interconnected
Dynamic
Performance-driven
New Leadership
More Specialized
New Models for HR
W O R K F O R C E
Multi-Generational
Global
Interconnected
Mobile
Transient
New Models for Career
Manager
7
L&D’s Role: Myth vs Reality
All Learning Needs
L&D
WHO MEETS THESE?
HOW?
8
Continuous Learning is Valued
3%
4%
8%
14%
28%
33%
36%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Corporate documentation
User generated materials
Formal training - outside provider
Peers, friends, personal networks
Formal training - company provided
Coaching by supervisor
On the job mentoring, projects, rotation
On the job experience
Which learning approaches drive the greatest business value in your organization?
72% of companies believetheir most valuable
learning approachesare informal, yet only
30% of resourcesare focused here
© Bersin & Associates, High-Impact Learning Practices® n=1,100, www.bersin.com/hilp
9
A New Role for L&DThe “Enabler and Facilitator” of Learning
Are you ready?
Business Challenge
• In 2010, we introduced the Richardson Consultative
Sales process to the CooperVision (CVI) sales
organization
• We needed a cost effective way to reinforce the
learning without taking the sales professionals out of
their sales territories
• We needed to reinforce the learning across all levels
of the sales team
• Find a platform for sustainment that would be user
friendly and viewed positively.
1111
Towards Continuous Learning
12
WE Retain When We InteractThe impact of continuous learning
Bersin & Associates ResearchHigh Impact Learning Organization 2008
The greater the sensory involvement, the more content learners retain.
13
A Traditional Approach
� Some attention given to before and after…
� Primary emphasis and most resources given to intervention;
� L&D feels little to no ownership for rest.
Before Intervention After
L&D’s Responsibility
14
A Better Approach
� Significant attention given to before and after.
� Intervention is still privileged above the others.
� L&D feels moderate ownership for rest.
Before Intervention After
L&D’s Responsibility
15
A Continuous Learning Approach
� Attention given to all phases.
� Environmental vs Intervention Driven
� Recognition that other phases are of at least equal importance.
� L&D takes ownership for “learning as process”.
Program
Before Intervention After
Program
Before Intervention After
On Demand Learning Social Learning
Embedded Learning
Learning Environments
16
Continuous LearningExpert
Novice
Time
Today’s Continuous Learning Model
Traditional Training
TrainingEvent
Traditional Training
TrainingEvent
JobAids
E-learningcourses
CoachingMentoring
SocialNetworking
CareerCurriculum
Communitiesof Practice
MobileLearning
17
Social LearningIntentionally Enabled in 5 Common Ways
Expertise Matching /
Network Building
Mobile Social
Social Learning
Environments
Social Reflection
Social Analytics/SNA
Blending Social
into Formal
Coaching &
Mentoring,
Apprenticeships,
Rotations
Communities of Practice
Environmental / Multiple Needs
Tactical /Problem Solving
Programmatic / Single Need
Strategic / Capacity Building
Transfer Support
Social PM
Solution
QuickCheck™
• Reinforces the Richardson learning and other selling
initiatives
• 20 Questions circulated over 6 weeks-2 questions 3X
per week
• Accessed on any device for convenience
• Low time impact-about 5 minutes or less per day
• Best practice- initiate within 4-6 weeks of learning
QuickCheck™
QuickCheck™
2121
Please Share Your Examples
in CHAT
2222
Building Learning
Environments
23
Learning EnvironmentsExpanding the Definition of Blended
� Rather than one intact learning program, they are
a blend of approaches- Made available to the intended audience
- Deliberately staged to be available to the learner when needed
� Environments are designed for participation:- Self-sustaining – can maintain with user-submitted content
- Multi-modal - content can be quickly accessed in a variety of forms
- Open structure – users can define and invent uses for the environment
24
Le
arn
ing
Arc
hite
ctu
re
Org
an
iza
tio
n,
Go
ve
rna
nc
e &
Ma
na
ge
me
nt
Me
as
ure
me
nt , E
va
lua
tion
& T
ran
sfe
r Su
pp
ort
Disciplines Performance Consulting | Instructional Design Information Architecture | Knowledge Management | Content Development | Program Management | Change Management Community Management | Measurement & Evaluation | Business Intelligence
Tools &Technology
LMS/LCMS/Learning Portals | Talent Management SystemsContent Lifecycles | Rich Media | Collaboration & Social SoftwareMobile | Performance Support | Virtual ClassroomReporting & Analytics | Assessment & Evaluation
Strategy | Operating Plan | Funding Model | Stakeholders
Learning Culture
Building Trust | Encouraging Reflection | Demonstrating Learning’s ValueEnabling Knowledge Sharing | Empowering Employees | Formalizing Learning as Process
Bersin & Associates Enterprise Learning Framework® Version 2.0
Environments | Programs | Process SupportLearningSolutions
LearningAudiences
Jobs | Roles | Proficiencies | Competencies | Preferences | Demographics | Geographies | Business Problems
Approaches
Instructor-Led Virtual Classroom
Games Simulations E-Learning
EmbeddedPerformance Support
Customer Feedback
Rotational Assign.
After Action Reviews
Dev. Planning
SocialWikis | Blogs | Forums
Communities of Practice
Social Networks
Expert Directories
Coaching | Mentoring
On-Demand Search
Books | Articles
Videos | Podcasts
Learning Portals
Formal Informal
Performance Consulting Instructional Design
Content Development Content Management
Implementation | Delivery Communications | Marketing
Administration | Support
Core L&D Processes
Learning Strategy & Business Planning
25
A New Set of Roles w/ New SkillsLetting go of the “Content Design and Delivery” Role
Employee
ContentManager(Media)Portfolio
Manager
PerformanceConsultant
TalentManagement
Expert
CommunityManager(Interactions)
ConnectionManager(Directories)
� Systems Integration� Interface to IT standards� Expert Directories
� Community Management� Sharing Guidelines� Cultural Reinforcement� Rewards and Feedback� Monitoring and Standards
� Content Standards� Authoring Tools� Content System(s)� Publishing Tools� Information Architecture
THESE ARE
NOT
MODERATORS!
26
A Culture of Continous Learning is a Business Strategy!Organizations with a Strong Learning Culture Significantly Outperform their peers…
Innovation
92%more likely to
devise novel
prods &
processes
Productivity
52%greater
employee
productivity
CSAT
53%better
response to
customer
needs
Costs
50%greater ability
to manage
costs
Time to Market
56%more likely to
be first to
market
Profitability
17%more likely to
be market
share leader
From: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, June 2010
27
But Such a Culture is a Product of How Business Operates, Not L&D
20%
62%
18%
HILC Practice Ownership
Leadership
Management
HR / L&D
From: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, June 2010
2828
Results, Closing Thoughts
and Q&A
29
Impact Measurement Framework®
© Bersin & Associates – Adapted for Informal Learning Environments
Adoption Utility AlignmentEfficiency Attainment
Did you reach the
desired audience?
Did they complete or
comply as desired?
Who did not comply
and why?
How well do programs solve the workforce’s particular problems?How well did it align
to the specific job-relatedproblems and issues?
Would learners recommendthis program to their peers?
How efficient and
cost-effective
How did it compare
to other similar programs
or competitive programs?
How well did it use
learner’s time?
How well were
program business
priorities defined?
How well did business
units buy off on the
value of this program
relative to
other investments?
How well did you
meet specifically
defined client
(business user
or customer) objectives?
These may be
revenue, time to
market, compliance,
time to complete, etc.
Satisfaction Learning1
3
2
4 5 6 7
Individual Performance Organizational Performance8 9
Contribution Feedback
Activity
10 11
12
Results
• Reps keep up with the learning-over 95% actively
engaged
• Scoreboard encourages healthy competition and
visibility
• Offers opportunity for Sales Managers to Coach
QuickCheck™
QuickCheck™
What’s Next?
Use QuickCheck to:
• Reinforce future product launches
• Sustain learning and best practices for CRM
• Improve change management process
In conjunction with:
• Classroom learning
• Coaching
• Online learning
34
1• Take a Marketer’s Approach to Knowing Your Audiences
2• Reskill the Learning Professional to Support New Model.
3• Honor, Engage, Enable the Front Line Leader.
4• Use Tech to Add Speed & Reach (not just efficiency).
5• Build Learning Environments, Not Just Interventions.
6• Leverage the Learning Power of Work Itself.
7• Be Accountable to Changing Needs of Today’s Workplace.
Closing ThoughtsSupporting Continuous Learning
35
Questions?Questions?
About Deloitte
As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see
www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may
not be available to attest clients under the rules and regulations of public accounting..
Copyright © 2013 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited
DM1
Slide 36
DM1 Returned from RRomney in QRM on 4/9Mallon, David, 4/11/2013