Creating an Agile Learning Culture:

Transcription

1 Creating an Agile Learning Culture: The Role of On-Demand Learning Janet Clarey, Sr. Analyst, L&D Bersin by Deloitte, Deloitte Consulting LLP 1

2 Welcome to today s webcast. Janet Clarey, Sr. Analyst, L&D Bersin by Deloitte, Deloitte Tad Goltra, VP Product Management EBSCO Publishing #LMLC13 #Bersin 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. 2

3 How would you rate your organization s ability to anticipate change and respond efficiently and effectively? 3

4 CEO s define agility using words like rapid, culture, flexibility, transparency and availability. Rapid Decision-Making A High-Performance Culture Flexible Management of Teams Transparent Availability of Information Source: Organisational Agility: How business can survive in turbulent times, Economist Intelligence Unit Limited, The Economist,

5 The same CEOs ranked business functions in their contribution to agility and put HR at the bottom of the list. 1. Sales Marketing Customer Service 4. Operations. 13. Legal & Regulatory 14. Human Resources Source: Organisational Agility: How business can survive in turbulent times, Economist Intelligence Unit Limited, The Economist,

6 Organizational learning agility is Enhancing the collective ability to acquire NEW knowledge and skills and to stay ahead of the market. 6

7 What s the problem? Source: Bersin by Deloitte,

8 Why is building learning agility important? (Problems L&D is trying to solve) Source: Bersin by Deloitte,

9 Many L&D organizations are illequipped to meet today s challenges Not as prepared as we should be Focusing on traditional practices Difficulty in meeting employee expectations Limited by current technology No culture of learning Source: Bersin by Deloitte,

10 10 Measures of an Agile L&D Function Capacity Building Timeliness Business Driven Business Analysis Talent Linked Agile L&D Content Efficiency Proximity Versatility Adaptation Targeted Source: Bersin by Deloitte,

11 WORKFORCE Multi-Generational Global Interconnected Mobile Transient New Models for Career How L&D is Changing Future Learners WORKPLACE Interconnected Dynamic Performance-driven New Leadership More Specialized New Models for L&D 11

12 New Methods The Slow Decline in Classroom Training 2021 (estimated) Source: Bersin by Deloitte,

13 L&D can begin to improve agility by fostering characteristics like readiness and the ability to learn from experiences. Learning agility a term used to describe a constellation of characteristics raw aptitudes and abilities, as well as attitudes and skills that relate to an individual's readiness and ability to learn from experiences. - Neta Moye, Faculty Director of Leadership Development Programs, Clinical Professor of Management, at the Owen Graduate School of Management 13

14 Individual learning agility is Timely study, analysis, and understanding of NEW situations. 14

15 Formal training programs have been built on a justin-case model and may not be useful. Hermann Ebbinghaus forgetting curve 15

16 Informal learning enables people to control their own learning. Pathways Flow Context Learning Organization s Role in Informal Learning Portable / Accessible 16

17 On-demand learning brings personalized content to the learner at the point of need. 17

18 There are some distinct benefits associated with on-demand learning Integrating learning in the work to support learning transfer; Meeting a learner s need to receive information and updates in a timely manner, so that it can be applied to the work; and, Enabling control by the learner, thereby increasing the likelihood that the information is relevant and in situation. 18

19 BERSIN Enterprise Learning Framework Organization, Governance & Management Learning Strategy & Business Planning Audiences Needs Solutions Formal Instructor-Led Training Virtual Classroom Games Simulations Testing & Evaluation e-learning Disciplines Tools & Technology Approaches On-Demand Search Books Articles Videos Podcasts Learning Portals Strategy Operating Plan Integration Funding Model Stakeholders Jobs Roles Proficiencies Competencies Preferences Demographics Geographies Business Problems Informal Social Wikis Blogs Forums CoPs Social Networks Expert Directories Coaching Mentoring Environments Programs Process Support Embedded Elec. Perf. Support Cust. Feedback Rotational Assign. After Action Reviews Dev. Planning Performance Consulting Instructional Design Information Architecture Knowledge Management Content Development Program Management Change Management Community Management Measurement & Evaluation Business Intelligence LMS/LCMS/Learning Portals Talent Management Systems Content Lifecycles Rich Media Collaboration & Social Software Mobile Performance Support Virtual Classroom Reporting & Analytics Assessment & Evaluation Core Processes Performance Consulting Instructional Design Content Development Content Management Implementation Delivery Communications Administration Support Learning Architecture Measurement, Evaluation & Transfer Support Learning Culture Building Trust Encouraging Reflection Demonstrating Learning s Value Enabling Knowledge Sharing Empowering Employees Formalizing Learning as Process

20 Types of Informal Learning On-Demand E-Learning Search Books, Articles Videos Podcasts Learning/Knowledge Portals Informal Social Wikis, Blogs, Forums Expert Directories Social Networks Communities of Practice Conferences &Colloquium Coaching & Mentoring Embedded Performance Support Feedback Rotational Assignments After Action Reviews Quality Circles 20

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22 Telecommunications Company Providing a variety of learning Deep understanding opportunities diversity to of needs and meet employees preferences needs when they need it. Courage to innovate Meeting each need in the most personalized manner Leadership Philosophy Spirited teamwork Emphasizing the employees responsibility in meeting their own learning needs. Passion for growth Embracing change 22

23 High-Impact Learning Organizations Support Business Agility & Resilience Business and Organizational Impact Solution Effectiveness Alignment Efficiency 23

24 Efficiency of Learning is about Build Deliver Content Reuse Share Are you making sure as many people as possible have access to relevant, timely content? 24

25 Effectiveness of learning is about Deep understanding diversity of needs and preferences Meeting each need in the most personalized manner Are you meeting needs in the most personalized manner possible. 25

26 Alignment of Learning: Working on the right things. Are you focusing on those things that have the greatest business impact? 26

27 The road to agility follows L&D s natural evolution from getting e-learning materials online to integrated learning and performance virtually anywhere. Get Materials Online Expand, Blend Improve E-Learning Solve Talent Problems Informal Learning Skills & Specialization Rich Catalog University Instructional Design Kirkpatrick E-Learning Get Materials Online LMS E-Learning Platform Learning Paths Role-Based Interactivity Simulation Competency-Based Learning Rapid E-Learning Information vs. Instruction Blended Learning LMS Enterprise Learning Platform Career Development Deep Specialization Leadership Development Search, Collaboration, Community Information Architecture Collaborative / Social Learning, Content Mgt, Rich Media Learning Portal Blogs, Wikis, Twitter, Mobile, and Social Networks Mobile Internet Everywhere Location awareness Information Feeds Learning and Performance Integrated

28 To add more value, we should leverage technology to reinvent what we do, why we do it, and how we do it. Agile Technology Technology that supports continuous improvement and an individuals ability to learn. Technology that can support the strengthening of organizational capability. Technology that empowers employees. Technology that enables the business to get improved results. 28

29 We welcome your questions. 29

30 Anticipate change and respond efficiently and effectively. About Deloitte As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see 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