7 Practical Tips for Building the Skills of Your L&D Team
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Whether you are an individual or team of 100, one thing is clear: times are changing and the skills in our L&D teams need to evolve. New learning models, constantly changing technology tools and an increasing demand from customers means that there is often very little time to build our own skills and (more importantly) confidence. In this webinar delivered by Laura Overton, we looked at: - Evolving L&D - what new skills are needed? - How to develop skills when time and money is short - What's worked and what hasn't for other organisations - How to prioritise your next steps Benchmark today and see how your strategy compares with peers around the globe: http://towardsmaturity.org/benchmark
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7 Practical Tips for Building the Skills of Your L&D Team
- 1. 7 PRACTICAL TIPS FOR BUILDING THE SKILLS OF YOUR L&D TEAM June 26th 2015 LauraOverton TowardsMaturity
- 2. What has changed for L&D in the last 2 years?
- 3. BUSINESS HAS CHANGED CUSTOMERS, TECHNOLOGY, SPEED, REGULATIONS
- 4. LEARNERS HAVE CHANGED CONSUMERS, COLLABORATORS, CONNECTED
- 5. WORK ENVIRONMENT HAS CHANGED BORDERLESS, MOBILE, FREELANCE
- 7. TOOLS AND APPROACHES HAVE CHANGED
- 8. Business alignment Using metrics effectively Learning at the point of need Social learning Content curation Behavioural science @RStuartCIPD L&D FOCUS IS SHIFTING
- 9. NEW MODELS OF LEARNING Integrate Learning & Talent Develop Learning Culture Transform Training ALIGNING TO NEED Customer Activated Learning 2 Way Business Alignment EQUIP L&D AS AGENTS OF CHANGE THE TOWARDS MATURITY NEW LEARNING AGENDA – A ROADMAP FOR CHANGE
- 10. BUT ARE WE EQUIPPED TO DELIVER?
- 11. TM Index THE TOP 10% New for 2014/15 Defining Need Learner Context Work Context Building Capability Ensuring Engagement Demonstrating Value Where to start? Who is reporting the best L&D outcomes? What are they doing differently? TheTowardsMaturityModel
- 12. BENCHMARKING IS ALL ABOUT PERFORMANCE Improved application of learning in the workplace Faster response to changing business conditions Increased productivity on the job TOP DECK Average 2x revenue improvements 50% improvement on attrition 25% increase in staff engagement
- 13. WHAT L&D SKILLS ARE NEEDED? Defining Need Learner Context Work Context Building Capability Ensuring Engagement Demonstrating Value Analysis Influencing Consulting Business acumen Marketing Evaluation Communication Managing change Design Learning transfer Supporting Performance Facilitating community ‘L&D essentials’
- 14. 87% 89% 89% 91% 91% 93% 96% 96% 96% Business planning Delivery via virtual classroom Instructional design Marketing and stakeholder engagement Digital content development Using social media effectively Online or blended learning delivery Supporting learners online Programme evaluation Considered a priority PRIORITY SKILLS FOR 2015
- 15. 87% 89% 89% 91% 91% 93% 96% 96% 96% 47% 34% 49% 42% 31% 15% 47% 36% 41% Business planning Delivery via virtual classroom Instructional design Marketing and stakeholder engagement Digital content development Using social media effectively Online or blended learning delivery Supporting learners online Programme evaluation Current skills in house (avg) Considered a priority WHAT DO WE CURRENTLY HAVE IN HOUSE TODAY? We are learning professionals – why is the big gap?
- 16. 87% 89% 89% 91% 91% 93% 96% 96% 96% 47% 34% 49% 42% 31% 15% 47% 36% 41% 79% 56% 68% 70% 44% 50% 81% 71% 70% Business planning Delivery via virtual classroom Instructional design Marketing and stakeholder engagement Digital content development Using social media effectively Online or blended learning delivery Supporting learners online Programme evaluation Current skills in house (top Deck) Current skills in house (avg) Considered a priority TOP DECK ARE ACTIVE IN BUILDING PRIORITY L&D CAPABILITIES TODAY 50% more likely to provide CPD opportunities for L&D staff
- 17. 7 TIPS FOR BUILDING THE SKILLS OF YOUR L&D TEAM
- 18. 1. CHALLENGE YOUR THINKING DON’T DIVE STRAIGHT IN
- 19. 59% travelling to/from work 41% at point of need 37% evenings and weekends Facebook In-house… Twitter Google+ LinkedIn You Tube 0% 2% 6% 8% 11% 17% Which social networks do new starters use for learning? THE NEW STARTER’S VOICE Top 3 factors that contribute to great online learning 57% Relevant & Timely 49% Tutor support 30% Certification/ Collaboration/ Quality design → 91% are willing to share what they know → 26% need help starting → 67% are motivated by technology for sharing How do new starters learn what they need to do their job? → 96% team collaboration → 92% manager → 88% general conversations → 81% web searches → 72% formal education → 66% mentoring/coaching → 58% internal documents → 50% use a work mobile → 44% use their own mobile → 51% use home computer → 83% like to learn at their own pace → 68% know what learning they need (53% know where to get it) (48% find online performance support 42% MOOCs, 41% e-learning and 53% live online learning essential or very useful) 300+ learners who have been in role less than 6 months © Towards Maturity 2015, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2 96% OF NEW STARTERS FIND TEAM COLLABORATION ESSENTIAL OR VERY USEFUL “I know what qualifications I want and need to progress in my chosen area of interest, though some visibility of jobs other than on-job news would be nice. I lack a support community to help me through awkward exams.”
- 20. 2. BE SYSTEMATIC
- 21. SERIOUS ABOUT PERFORMANCE? BENCHMARK AGAINST THE BEST BEFORE YOU START! Review Compare Act
- 22. 3. BUILD YOUR NETWORKS
- 24. 4. INVEST • CIPD • LPI • MOOCs • Workshops • Benchmark groups
- 25. 5. BUILD YOUR CONFIDENCE FEEL THE FEAR BUT DO IT ANYWAY!
- 26. 55% Increased productivity 40% Greater responsiveness to new 39% +ve employee engagement 37% Increased profitability 36% Lower employee turnover 22% Positive ROI 18% Reduced cost 14% Change in business direction 11% Stronger Employee brand USE THE EVIDENCE TO BUILD YOUR CONFIDENCE: What are business leaders Looking for to justify a major investment?The C suite Imperative 2014
- 27. Gaining Market Share 17% rise in customer satisfaction 10% improvement in revenue Talent 9% reduction in attrition 17% improvement in engagement 14% improvement in productivity 12% reduction in time to competency Deliver New Products & Services Change new products & services 23% faster Roll out new IT applications 26% faster WHAT CAN LEARNING INNOVATION BRING TO THE TABLE? AND Deliver Efficiency - 17% Cost reduction +21% Volume - 22% Delivery time - 20% Study time
- 28. 6. LEVERAGE RESOURCES AROUND YOU
- 30. 7. DO SOMETHING TODAY ‘more of the same won’t help you achieve better results' James Caan June 2015
- 31. 7 TIPS: CHALLENGE YOUR THINKING BE SYSTEMATIC BUILD YOUR NETWORKS INVEST BUILD YOUR CONFIDENCE LEVERAGE THE RESOURCES AROUND YOU DO SOMETHING NOW
- 32. What will you do differently as a result of today?
- 33. BASED STRATEGY FOR L&D SKILLS DEVELOP AN Start your journey: benchmark today www.towardsmaturity.org/benchmark
- 34. Towards Maturity is a benchmarking practice that provides authoritative research and expert consultancy services to help assess and improve the effectiveness and consistency of L&D performance within organisations. It leverages the data gathered from the largest learning and development benchmark in Europe. Find out your own Towards Maturity Index™ to see if you are amongst the top learning organisations at: www.towardsmaturity.org/benchmark Download our case studies to support your business case for change at: www.towardsmaturity.org About Us
- 35. Towards Maturity’s Benchmark and Research is freely available thanks to the support of our Ambassadors, who share our belief that high quality, independent research should be freely available to all. Find Out More Our Supporters © Copyright Towards Maturity CIC, 2015 London. We encourage and license you to download and share this content as presented for non-commercial purposes on the condition that you and those you share the content with reference the original source and Towards Maturity CIC as the original author.
Editor's Notes
- Whether you are an individual or team of 100, one thing is clear: times are changing and the skills in our L&D teams need to evolve New learning models, constantly changing technology tools and an increasing demand from customers means that there is often very little time to build our own skills and (more importantly) confidence. In this webinar we will look at: Evolving L&D - what new skills are needed? How to develop skills when time and money is short What's worked and what hasn't for other organisations How to prioritise your next steps
- Interactive question -
- Interactive question -
- Business alignment: Many L&D functions are seriously exploring how they can better align with business needs. It was the number 1 focus for the last 12 months, and next 12 months in our annual L&D survey of over 1000 practitioners. Using metrics effectively: Alongside business alignment, effective L&D functions want to know their business impact. They are increasingly using business metrics and ROI to calculate effectiveness. For example Mattel, the toys manufacturer are increasingly measuring behavioural change, rather than number of training courses or hours completed. (360, manager involvement, before/after). This can also mean using pilots effectively to measure impact. Learning at the point of need: Many L&D functions are focusing their activities, not on year long programmes which take 6 months to develop, but bitesize learning which can be accessed in the work flow. For example the charity Barnardo’s have introduced embedded performance support into their technology applications to support learning on the go. Behavioural science: Many L&D functions are looking at how they can use behavioural science (such as neuroscience), to inform their approach to learning design and leadership development. For example Volvo have applied principles of effective learning and memory formation to their training delivery. BT have focused their leadership programme on how the brain responds to train. Social learning: Many organisations are starting to focus on social learning (whether that be bringing groups of learners together for discussions, or making use of internal and external social media networks. For example Santa Fe, an international relocation company have started using social learning extensively. Anyone can upload content to a site, which can then be discussed throughout the organisation Content curation: Many L&D practitioners are realising they don’t need to create content from scratch. Instead they can curate it, both from in and outside the business. This also means using subject matter experts, to deliver L&D interventions. If a business leader is an expert influencer, why record them and share the expertise via the company intranet. For example PwC are now focusing learning initiatives less on large scale programmes and smaller events, supported with curated information such as Videos or interesting PDFs.
- Last year’s study outlined a New Learning Agenda, based on historical evidence, it provides us with a roadmap for modernising learning that is explored in the 2014 report.
- To what extent are we equipped to deliver a new learning agenda? We have most of the skills we need to deliver We have some of the skills We’ve identified a big skills gap We don’t really know what skills we need
- Definition: Benchmarking is the process of comparing key performance indicators for one organisation with the indicators of others who are considered to represent the industry standard or best practice for that field. For the past 10 years the Towards Maturity Study has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that are consistently
- In terms of bottom line results they are also reporting double the revenue increases compared to peers as a result of learning 50% improvement on attrition rates 25% increase on staff engagement But what are the top deck doing differently and what can we learn from them?
- What do our staff and business leaders need from us (productivity improvements, performance enhancement, life made simpler in a complex world) vs what do they ask from us ( another course, elearning module or the next shiny thing). Then consider - do we have the skills to deliver this level of service in house?
- The New Starter’s voice is just one example of how can use evidence to challenge our existing thinking. Here Towards Maturity asked staff how they currently learn what they need to do their job, what is important to them and where they go to learn. If these were your learners , would their responses challenge the way that you currently support this group of people?
- If you are serious about improving business performance and therefore the performance of your team. Use the feedback to prioritise actions and reflect on the outcomes for your team and your business.
- The 2014 Towards Maturity Benchmark outlines that learning innovation, done well, continues to deliver results that the board will be interested in. These are conservative numbers gathered over 3 years from a minimum of 381 participants ( some are generated from inputs of over 600 participants). Use them to help you make your business case for change.
- The 2014 Towards Maturity Benchmark outlines that learning innovation, done well, continues to deliver results that the board will be interested in. These are conservative numbers gathered over 3 years from a minimum of 381 participants ( some are generated from inputs of over 600 participants). Use them to help you make your business case for change.