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INSIGHTS FROM LINKEDIN’S
WORKPLACELEARNINGREPORT:TRENDS, CHALLENGESAND SOLUTIONS
Britt Andreatta, PhD
2017
Britt Andreatta, PhD
1 Organizations are investing more in talent development.
2 L&D is a highly varied function, from structure to top objectives.
3 Developing employees is important to executives, but demonstrating business value proves challenging.
4 Proving value to learners is equally important, and proves to be equally challenging.
5 L&D professionals see room for improvement in their own programs.
4
Top 2017 workplace learning trends
4 Report value to the individual and the business
3 Develop a tightly executed communication plan
2 Deliver modern learning experiences to meet expectations from modern learners
1 Don’t just take orders. Identify real training needs.
5 Build a culture of learning, one that rewards growth
5
How to Succeed in the Future State of L&D5 key strategies to make the shift
1 Organizations are investing more in talent development.
2 L&D is a highly varied function, from structure to top objectives.
3 Developing employees is important to executives, but demonstrating business value proves challenging.
4 Proving value to learners is equally important, and proves to be equally challenging.
5 L&D professionals see room for improvement in their own programs.
6
Top 2017 workplace learning trends
7
The training L&D provides is in line with its top objectives
4 Support career development for employees
3 Train all employees globally in one cohesive way
2 Help employees develop technical skills
1 Develop managers and leaders
8
9
What are the most important skills that you/your team provide training for?
Leadership/People Management
Career Development/Soft SkillsCustomer ServiceCompliance TrainingProgram and Project ManagementBusiness Operations/AnalysisInformation Technology SalesHuman ResourcesProduct ManagementSoftware Development/EngineeringAdministrative SupportMarketingData Science/AnalysisCreative DesignAccountingFinance/Purchasing Architecture/Civil EngineeringOther
52%44%
40%37%
23%23%22%
20%14%
14%
11%9%8%8%
6%3%3%1%
17%10
What are the most important skills that you/your team provide training for?
Coaching
Leadership Communication
Teams and Collaboration
Employee Engagement
Strategic Planning
Organizational Culture
Leadership Capacity
Executive Leadership
Crisis Management
57%
51%
42%
40%
30%
25%
20%
11%
7%
11
Specific Leadership/People Management skills (among L&D professionals who selected it)
1 Organizations are investing more in talent development.
2 L&D is a highly varied function, from structure to top objectives.
3 Developing employees is important to executives, but demonstrating business value proves challenging.
4 Proving value to learners is equally important, and proves to be equally challenging.
5 L&D professionals see room for improvement in their own programs.
12
Top 2017 workplace learning trends
of learning professionals say L&D is centralized
2/3
of learning professionalssay L&D is decentralized
1/3
13
L&D differs across organizations. There’s no gold standard.
14
L&D focus differs across SMBs and larger organizations.
LARGE ORGSSMALL ORGS(1K or fewer employees) (Over 1K employees)
51% 58%Develop managers and leaders
36% 40%Support career development for employees
44% 35%Help employees develop technical skills
15
1 Organizations are investing more in talent development.
2 L&D is a highly varied function, from structure to top objectives.
3 Developing employees is important to executives, but demonstrating business value proves challenging.
4 Proving value to learners is equally important, and proves to be equally challenging.
5 L&D professionals see room for improvement in their own programs.
16
Top 2017 workplace learning trends
of L&D pros agree that developing employees
is top-of-mind for the executive team.
of executives agree there is a skills gap
in the U.S. workforce.
of executives say that L&D programs would
help close the gap.1
80%
17
Developing employees is important to executives, but demonstrating value proves challenging
92% 90%
Business impactis the No. 1 measure
desired by CEOs.
ROI is the No. 2 measure desired by CEOs.
Yet, only 8%currently see the business
impact of L&D.
And, only 4% currently see ROI of L&D.
18
Leadership craves impact and ROI data
Qualitative feedback from attendees at instructor-led classes
Positive feedback from line managers that employees are more productive
Satisfaction of attendees at instructor-led classes
Qualitative feedback from employees about online courses
Satisfaction of employees using online courses
Length of time an employee stays at the company after completing a training
Number of employees getting promoted as a result of completing a training
Number of attendees at instructor-led classes
Number of online courses completed
55%
54%
45%
34%
26%
24%
17%
17%
17%
19
What are the top ways you measure the success of L&D at your company?
Having a limited budget
Getting employees to make time for L&D
Having a small L&D team
Demonstrating ROI
Aligning to the company’s overall strategy
Building employee awareness of L&D programs
Getting executive buy-in
Engaging employees during L&D programs
49%
46%
34%
32%
20%
19%
18%
17%
20
L&D top challenges are tied to demonstrating business impact
Phases of growthKnow where you are, to know where you’re going
21
Predict your organization’s training needs using the Greiner Curve
My favorite tool for building a robust L&D strategy is to use the Greiner Curve. You should start building for the next phase now so that your talent is ready when it arrives.
Britt Andreatta, PhDSpeaker, Consultant,Top LinkedIn Learning Instructor
NOW
Where are you now and which crisis point is coming?
T
22
T
23
Founders build org
A few ppl wear many hats
Informal & spontaneous
T = need to bring in professional leaders
T
24
New leaders bring new expertise and experience
Org continues to expand
T = gets too large for top leaders to oversee
T
25
Start adding layers to hierarchy
Top leaders focus on strategy while day-to-day delegated
T = size strains current structure, lots of variance across org
T
26
Policies, procedures and processes bring stability
Some leaders and talent leave for smaller orgs
T = begin “police-ing” lowest common denominator and tie up org in red tape
T
27
Move to more agile and scalable methods
Hire leaders with EQ and trust their judgment
T = hit limit of org’s ability to grow on own
T
28
Growth via partnerships, licensing, franchises, M&A
Influx of other org’s values, visions, etc.
T = eventually dilute culture and need to clarify vision, mission, values and purpose
LEADERS/EXECUTIVES
MANAGERS
EMPLOYEES
Which skills and competencies will be needed by your employees, managers and leaders?
29
Look at the cost of attrition
Show the true cost of disengagement
30
Provide metrics that’ll get your leaders to sit up and take notice
Most leaders do not fully appreciate the financial costs of losing top talent or having disengaged employees. I use two key metrics to get leaders to set up and take notice.Britt Andreatta, PhD
Speaker, Consultant,Top LinkedIn Learning Instructor
TECHNICAL/LEADER-LEVEL EMPLOYEE
Annual Salary + Benefits
COST TO REPLACE EACH EMPLOYEE
$312,000SHRM%
X 250%
ENTRY-LEVEL EMPLOYEE
Annual Salary + Benefits
COST TO REPLACE EACH EMPLOYEE
$30,000SHRM%
X 50%
$125,000
$60,000
31
The cost of replacing an employee is 50%–250% of their annual salary + benefits
Headcount
COST TO REPLACE EACH EMPLOYEE $32,675,700
Disengagement rate
x 17.2%# disengaged employees
= 641
Median annual salary
Gallup % cost of disengagement
x 34%Annual cost per disengaged employee
= $51,000
$150,000
3,725
32
The cost of disengagement Gallup estimates 17.2% of the U.S.
workforce is actively disengaged.
A communication plan will help to:
Progressive L&D professionals are using communication plans as the backbone of their L&D strategy.
Todd Dewett, PhDEducator, Professional Speaker, and Top LinkedIn Learning Instructor
Recruit and use high performers and successful change agents to act as catalysts in the field.
Sell your capabilities with the user in mind.
Audit and self correct plans midway through an effort.
Keep the base informed using different channels.
33
Develop a tightly executed communication plan
Your communication plan should be customized to each of these four audiences:
T L B CTeam
MembersLearners Business
partnersCustomers
34
Understand your audience
1 Organizations are investing more in talent development.
2 L&D is a highly varied function, from structure to top objectives.
3 Developing employees is important to executives, but demonstrating business value proves challenging.
4 Proving value to learners is equally important, and proves to be equally challenging.
5 L&D professionals see room for improvement in their own programs.
35
Top 2017 workplace learning trends
5The average shelf life of skills is less than five years
36
at the point of need
52%in the evenings and weekends
47%at their
office desk
42%when alerted
to updates
30%on the way to and from work
27%
37
When modern learners engage
4 Counterbalances poor managers who don’t provide enough performance coaching
3 Creates opportunities to network with other employees
2 Empowers employees to craft their own career development paths
1 Supports the human need to improve and develop mastery
5 Keeps employees connected to the infrastructure and values of the organization
38
Report value to the individual and the business5 ways to display value of learning to employees
1 Organizations are investing more in talent development.
2 L&D is a highly varied function, from structure to top objectives.
3 Developing employees is important to executives, but demonstrating business value proves challenging.
4 Proving value to learners is equally important, and proves to be equally challenging.
5 L&D professionals see room for improvement in their own programs.
39
Top 2017 workplace learning trends
Less than 1/4of L&D professionals surveyed were willing to recommend their own L&D programs to peers.
Only 60%have a “seat at the table.”
40
L&D professionals see room for improvement in their own programs
Psychological Behavioral Convictionalchange in understanding Change in actions Revision of belief system
41
Transformative learning
In-house instructor-led classes
Peer-to-peer coaching
Online training/eLearning (created in-house)
Online training/eLearning (via external provider)
Conferences
Certification programs
Tuition reimbursement
External instructor-led classes
Journals, publications, books
External coaching
Other
78%
61%
58%
49%
49%
42%
39%
38%
30%
26%
3%
42
Instructor-led classes are the No. 1 way L&D professionals train employees
Curate modern learning experiences,
not just learning programs.
A modern learning experience focuses
on creating real behavior change.
43
Deliver modern learning experiences to meet expectations from modern learners
7 out of 10organizations are starting to incorporate video-based online training into their learning cultures.
44
The single biggest driverof business impact is the strength of an organization’s learning culture.
45
Build a culture of learning, one that rewards growth
Josh BersinPrincipal and Founder Bersin by Deloitte
About LinkedIn Learning Solutions
At LinkedIn, we believe learning and economic opportunity are intertwined. We champion online learning as a way to build skills, achieve goals, and transform careers. Combining Lynda.com’s 20 years of high-quality, skills-based courses with unique LinkedIn insights from over 467 million professionals, we help people identify and learn the skills they need to succeed. Through individual, corporate, academic and government solutions, members have access to our digital library of over 10,000 expert-led courses in five languages. Together with more than 10,000 organizations and over 4 million professionals, we are helping to create economic opportunity for the global workforce.
Visit our website: learning.linkedin.com
Explore the entire 2017 Workplace Learning Report
Bonus materials
Watch this course for a deeper dive on building strategic L&D
INSIGHTS FROM LINKEDIN’S
WORKPLACELEARNINGREPORT:TRENDS, CHALLENGESAND SOLUTIONS
Britt Andreatta, PhD
Thank you!
2017
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