Building a Global Learning Culture: (LT16)
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This document discusses building a global learning culture. It analyzes data from over 600 L&D professionals in 55 countries. The top challenges for multinational organizations in developing a global learning culture are cultural differences and developing consistent content. Organizations with stronger global learning cultures ("Top Deck") are more aligned with business goals and understand their learners better. They focus on self-directed learning, community, and learning through work. Top Deck organizations see improvements in areas like business responsiveness, productivity, and customer satisfaction compared to other organizations. The document advocates transforming L&D to support learning at the point of need through a blended model incorporating formal and informal learning.
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Building a Global Learning Culture: (LT16)
- 1. Building a Global Learning Culture Laura Overton, Founder and CEO, Towards Maturity (@LauraOverton) Anne Watson, HR Director, CCL Design - Electronics (@ExecutiveFocus) Learning Technologies February 2016
- 3. APAC 14% Americas 10% Europe 71% ME, Africa, India 5% Over 600 L&D professionals from 55 countries 42% multinational organisations What can we learn from L&D leaders around the globe?
- 4. What does a great global learning culture look like? What challenges do we face trying to achieve it?
- 5. High Expectations of L&D professionals around the globe INDIVIDUAL PROCESSES EFFICIENCY PRODUCTIVITY AND ENGAGEMENT BUSINESS RESPONSIVENESS LEARNING CULTURE PROGRAMMEORGANISATIONCULTURE Improve induction 96 95% Speed up implementation of new processes 92 91% Improve productivity 95% 94% Adapt to individual need 94% Driving Business Innovation 76% 80% Improve organisational performance 79% 85% Share good practice 96% Increase self directed learning 77% (83% avg) Improve admin and management 94% 95% Increase volume 92 91% Multinational companies vs average, one figure = same
- 6. Not all global companies realising their aspirations INDIVIDUAL PROCESSES EFFICIENCY PRODUCTIVITY AND ENGAGEMENT BUSINESS RESPONSIVENESS LEARNING CULTURE PROGRAMMEORGANISATIONCULTURE Achieved by 41% 39% Achieved by 41% Achieved by 30% 29% Achieved by 25 24% Achieved by 22 21% Multinational companies vs average, one figure = same
- 7. # 1 Cultural differences (63%) Challenges for Multinational organisations # 2 Content 48%
- 8. In 2014, we discovered some are doing better than others Faster response to changing business conditions Increased productivity on the job TOP DECK Average 2014 T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS
- 9. Top Deck x3 x5 X8x5x3 They are more ready for the future of learning Quartile 1 (25%) Top Deck (10%) Quartile 2Quartile 3Quartile 4
- 10. Introducing…
- 11. CCL Global Employee Locations
- 13. Introducing the academy Download the full story at www.towardsmaturity.org/globalculture
- 14. The Key To Success
- 15. First step of journey 1. Strategic alignment 2. tactical business outcomes
- 16. Alignment Essential for Business Buy-In What can we learn from Top Deck L&D teams? Align business and learning outcomes Focus on the business first Have a plan for deliveringagreed businessmetrics 55% 84% 79% 36% Analyse the problem before recommending a solution BUSINESS BUY-IN
- 17. Consumer experience Focus on the individuals UNDERSTAND YOUR LEARNERS Welcome their ideas Listen first Are proactive in understanding how staff learn what they need Welcome innovation and contribution from staff 88% 51% 30% 86%
- 18. Winning hearts and minds Today’s learners are more self directed than we give them credit for: 77%rate working in collaboration with others as essential/very useful 69% of learners are motivated by technologies that allow them to network and connect with each other 70% use their own smartphone, 52% their own tablet for work-related learning MOTIVATED IDENTIFY & ACCESS RESOURCES UNDERSTAND OWN NEEDS TAKE INITIATIVE THE SELF- DIRECTED LEARNER
- 19. 76%of the Top Deck involve users in design (39% multinationals 35% average) LISTEN
- 20. The Top Deck INCREASE ACCESS TO COMMUNITY TO CONTENT TO TECHNOLOGY TO CLEAR COMMUNICATION AT THE RIGHT PLACE AND TIME
- 21. Thinking beyond the course TRANSFORM L&D Support learningat the point ofneed ThinkPerformance not course Consider the course as only ONE option for building performance Embrace models that support learning in the flow of work (such as 70:20:10} 86% 53% 47% 94%
- 22. Does work? 4x as likely to report that they are responding faster to business change 3x more likely to report an improvement in staff motivation (27% vs 8%) (42% vs 18%) 2x more likely to report a customer satisfaction increase (30% vs 7%) 102070Workflow Social Formal www.towardsmaturity.org/in-focus/2016/702010
- 24. Creating Hooks - What Did We Do?
- 25. Creating Hooks - What Did We Do?
- 26. Creating Hooks - What Did We Do?
- 27. Creating Hooks - What Did We Do?
- 28. Creating Hooks - What Did We Do?
- 29. Who do we need to work with to support a global culture? How do we connect with them? What challenges do we face trying to achieve it?
- 30. Impact
- 31. Monthly Statistics to Convince The Board
- 33. Delivering results Improve productivity by 12% Reduce staff turnover by 9% Change processes 24% faster Decrease time to competency by 13% Increase cost efficiency by 26%
- 35. Building a Global Learning Culture What are YOU going to differently as a result of today? @LauraOverton, Founder and CEO, Towards Maturity Anne Watson, HR Director, CCL Design – Electronics www.towardsmaturity.org/globalculture
Editor's Notes
- Building a learning culture that impacts individual and business performance is the holy grail of most L&D leaders. How do we shift the mindset of business leaders and learners- especially when they are scattered around teh globe? How do we transition from delivering online courses to creating an environment that stimulates sharing, communication and learning as a matter of course? This session, first delivered at Learning Technologies February 2016 draws on insights from over 600 l&D leaders in the latest Towards Maturity and the practical experience of the HR director of CCL Industries (previously Worldmark) who created an award winning Academy programme. We considered: How to get started How to get the board on board How to win the hearts and minds of a global workforce How to create hooks that deliver long lasting change How to demonstrate value
- DEFINITIONS 'Corporate Culture' Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. A learning culture is a set of organizational values, conventions, processes, and practices that encourage individuals—and the organization as a whole—to increase knowledge, competence, and performance. Josh Bersin ‘Companies that focus on culture are becoming icons for job seekers. http://www.forbes.com/sites/joshbersin/2015/03/13/culture-why-its-the-hottest-topic-in-business-today/#5942ddbcb6e2
- Drawing on perspectives of L&D leaders around the globe in Embracing Change www.towardsmaturity.org/2015Benchmark
- Second difference is content. 48% struggle with centrally developed content not relevant locally, locally developed content not shared centrally and cost of translation.
- 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. Since 2013, the Towards Maturity benchmark has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that consistently influence results. This is tracked through the Towards Maturity Index. Those in the top 10% of the index, the Top Deck, are delivering more organisational agility and individual performance.
- 30% growth per annum Changing technologies in the electronics marketplace Success dependent on adaptability of people. How do you ensure consistency of quality and approach across all 11 manufacturing sites AND….no budget
- Board interest and sponsorship HR and IT partnership - The Academy became an obsession
- Multinationals – 60% analyse the problem before recommending a solution 36% have a plan in place
- Multinationals – 33% are proactive in understanding how staff learn what they need, 52% welcome innovation
- Top Deck Increase access: 76% use communities of practice (compared to 57% of multinational organisations) 71% provide staff with access to online job aids (35%) 69% have clear policy around BYOD (31%) 88% have a communications plan in place (38%) 84% ensure staff can access at any time (62%)
- Multinationals – 53% consider the course as only ONE option for building performance, 55% are embracing new models such as 70:20:10
- Interactive training through webex Live webinars across time zones Learning badges Theme of the month In house development team - camera crews in 3 regions Lunch and learns Development programmes Live workshops for teams Academy usage part of Appraisal process
- Every month my board report had a long section on the Academy, numbers, data, news, innovation.
- From Case study: 90% of participants of the first three FastTrack programmes have been promoted into broader roles Staff retention in China has improved as can be seen via a number of measures, one being the number of people who return to work after Chinese New Year A 78% reduction in errors was reported for customer service team members Three providers were dropped due to reported bribery attempts that followed code of conduct training. Saving the business three weeks of downtime following the introduction of new printing presses.