Meeting the Needs of the Modern Learner

Meeting the Needs of the Modern
Learner
David Mallon,
Head of Research, Bersin by Deloitte
Carol Leaman,
Chief Executive Officer, Axonify
June 23, 2015

Copyright © 2014 Deloitte Development LLC. All rights reserved.2 Meeting the Needs of the Modern Learner
Housekeeping
RECORDING
CHAT
Q&A PERIOD
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Use the chat window to ask questions.
There will be dedicated Q&A period at
the end.

Today’s Speakers
David Mallon
Head of Research (SVP)
Deloitte Consulting, LLP
@da5idm
Carol Leaman
Chief Executive Officer,
Axonify
@CarolLeaman
Join the conversation on Twitter
@Bersin
@Axonify
#ModernLearner

Who we are
• Global provider of leading practices, trends, and benchmarking research in
talent management, learning, and strategic HR.
6 research practices
• Learning & Development
• Leadership Development
• Human Resources
• Talent Acquisition
• Talent Management
• Tools & Technology
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
Tools &
Technology

Three points for today:
1. Recognize learning has changed
2. Redefine how you define learning
3. Reinvent yourselves accordingly

Employees’ needs,
preferences, behaviors
and options are all
changing …fast.
1.Recognize that learning has changed
Source: Bersin by Deloitte, Three Marketing Lessons for L&D, 6/2014
60%
of L&D professionals tell us
they’re having trouble
getting learners to engage
with corporate learning.

Employees’ work patterns,
preferences, behaviors and
options are changing fast
Source: Bersin by Deloitte, 2014

The Lifecycle of a Specialist or Leader
Problem: building expertise takes time
Novice Beginner Capable Expert World Class
Business
Contribution and
Ability to Innovate
+ Positive
- Negative

Business
Contribution and
Ability to Innovate
+ Positive
- Negative
You invest in
the individual

Business
Contribution and
Ability to Innovate
+ Positive
- Negative
You invest in
the individual
Payoff to the
Organization

Business
Contribution and
Ability to Innovate
+ Positive
- Negative
You invest in
the individual
Payoff to the
Organization
Individual
Develops
others

Business
Contribution and
Ability to Innovate
+ Positive
- Negative
You invest in
the individual
Payoff to the
Organization
Individual
Develops
others“Even when we hire a senior
engineer from a competitor it takes
them 5-7 years to be fully
productive in our environment.”
- Global Energy Company

Courses & Programs Fade
Problem: landscape for learning is changing

Courses & Programs Fade
Problem: landscape for learning is changing
Job
Aids
E-learning
courses
Coaching
Mentoring
Social, Mobile
Sharing
Expert
Sharing
Communities
of Practice
Career
Development
Online
Resources

Enter: Continuous Learning Model
Immediate
Performance support and other tools for
point-of-need learning
Q. WHAT DO I NEED TO SUPPORT MY SUCCESS
IN THE MOMENT?
Q. WHAT DO I NEED TO GROW IN MY CURRENT ROLE?
Q. WHAT DO I NEED TO GROW IN MY CAREER?
Intermediate
Current job development and competency expansion
Transitional
Development of skills and relationships that will meet
long-term business goals

L&D leaders are finally
shifting their focus from
training to continuous
learning.
2. Rethink how you define learning.
Source: Bersin by Deloitte, 2014 Corporate Learning Factbook, 2/2014
50%
More mature L&D groups
deliver 50% more learning
via experiential, social and
on-demand methods than
less advanced ones do.

What does it mean
to be developed in our
organization?

Continuous learning approaches

Learning tech stack: content is everywhere

Leaders are refocusing
L&D efforts and
resources on more
strategic activities.
3. Reinvent yourselves accordingly
Source: Bersin by Deloitte, 2014 Corporate Learning Factbook, 2/2014
27%
L&D functions that are
viewed as proactive and
strategic dedicate 27% more
resources to duties such as
marketing and
communications, curation,
and leadership

L&D capabilities are evolving…and expanding
Alignment Effectiveness Efficiency
Integrated Talent Management Knowledge Management Marketing / Communication
Performance Consulting Training Delivery Procurement / External Resources
Performance Improvement/ Support Learning Technology Ecosystem Budget Allocation
Coaching / Mentoring Instructional Design
Learning Strategy
Development/Support
Change Management
Content Development, Curation &
Management
Quality / Process Improvement
Business Intelligence / Analytics Information/Learning Architecture Project Management

Redefine roles
Evolving
L&D Roles
Instructional
Designer
Facilitator
Training
Administrator
E-Learning
Developer
L&D
Manager
Product
Manager
Web
Designer
Data
Analyst
Business
Consultant
Web / UX
Designer
Information
Architect
Experience
Curator
Learning Portal
Manager
Learning
Consultant
Marketing /
Brand Catalyst
+
New & Expanded
L&D Roles

Adjust Mindsets

Introducing 3
organizations who are
meeting the needs of the
Modern Learner

1. Each of these organizations recognized that
learning had changed, so they were looking for a
new approach
Large children's’
toys retailer
Ethicon (part of
Johnson &
Johnson)
Full-service
automotive retailer
Target Group • 6600 retail associates
- Canada
• Medical sales reps • Over 19,000 retail
employees - US
Application • All associate training
- product, safety,
shrink, Omnichannel
• Product knowlege • LP & safety awareness
training
Driven By • Learning team • Learning team within
the sales organization
• Operations and Risk
Management
Key Drivers • Too much to know
• Multi-generational
learners, high
turnover,
inconsistencies from
store-to-store
• Difficult to keep
product knowledge top
of mind with reps
• Rapidly changing
learning requirements
• Training not being
operationalized
• No way to track what’s
getting through to each
employee

2. Selected a solution that aligned with their needs

3. Approach was reinvented to align to the business
Large children’s
toys retailer
Ethicon (part of
Johnson &
Johnson)
Full-service
automotive retailer
Approach • Started with safety
and customer service
topics
• Chose to not go with
an LMS
• 1100 medical sales
reps worldwide
• Although the
compliance group
identified the need for
a new approach, felt
that the best chance of
success was with a
sales application
• Focused on a quick
experience (1-2
questions a day)
• Integrated into the
employee’s workday
• Focused on LP and
safety topics
Access • Computer in break
room
• Mobile devices
• Mobile or personal
computer
• Computers in the
stores
Results • Culture change
• >62% reduction in
safety incidents
• >50% increase in rep
confidence
• Impacting sales
• Shrink reduction by
55%
• Safety incidents
reduced by > 45%

Summary
1.
Recognize learning has changed
• The modern learner expects different stuff
• The continuous learning model describes how
2.
Redefine how you define learning
• Different methods
• New technologies
3.
Reinvent yourselves accordingly
• L&D responsibilities: alignment, effectiveness, efficiency
• Mindsets are as important as capabilities

Today’s Speakers
David Mallon
Head of Research (SVP)
Deloitte Consulting, LLP
@da5idm
Carol Leaman
Chief Executive Officer,
Axonify
@CarolLeaman
Join the conversation on Twitter
@Bersin
@Axonify
#ModernLearner

Organizations spend billions of dollars each year on learning content. Yet a noticeable lack of
participation, engagement, and satisfaction exists in corporate training offerings these days, largely
because our businesses – and our learners – have all changed faster than many learning and
development (L&D) organizations have kept up.
It is time for change. It is time to start fundamentally rethinking how organizations invest in, manage,
deliver, and use content. The stakes are significant. What and how people learn has a substantial impact
on both individual performance and organizational capabilities—but it will not be an easy fix. Adopting new
approaches to learning will force L&D departments to operate in new, different, and sometimes
uncomfortable ways.
In this webinar, David Mallon, Head of Research for Bersin by Deloitte, Deloitte Consulting LLP, will
summarize the latest research on how forward-looking organizations are adapting their approaches to
development in order to better meet the needs of modern learners. David will be joined by Carol Leaman,
President & CEO, Axonify, who will share real-world examples of these trends and practical advice for
other organizations facing similar challenges.
Topics to include:
- The drivers of new approaches to learning;
- Trends in using new learning technologies to address performance wherever and whenever; and
- Practical guidance and examples of adaptive learning offerings meeting unique and changing needs.
Abstract

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.
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.
Copyright © 2014 Deloitte Development LLC. All rights reserved.

Meeting the Needs of the Modern Learner

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