Embracing Change: It’s Better Together

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@LauraOverton@TowardsMaturity

APAC14%

Americas10%

Europe71%

ME, Africa, India5%

Over 600 L&D professionals from 55 countries

40% with over 6 years’ experience of using learning technologies

37% over 5,000 staff 35% under

1,000 staff

Private sector 69%Public sector 18%

Non-profit sector 13%

42% multi-national organisations

17% report to a line of business outside HR/L&D

75% in a managerial role1,600learners

Aspirations of today’s L&D teams

INDIVIDUAL PROCESSES

EFFICIENCY

PRODUCTIVITY AND ENGAGEMENT

BUSINESS RESPONSIVENESS

LEARNING CULTURE

PR

OG

RA

MM

E O

RG

AN

ISA

TIO

N C

ULT

UR

E

Improve induction 95% Speed up implementation of new processes

91%

Improve productivity 94% Adapt to individual need 94%

Improve talent strategies/keep best people 94%

Improve organisational performance 85%

Share good practice 96% Increase self directed learning 83%

Improve admin and management 95%Increase volume 91%

Some aspirations are easier to achieve than others

INDIVIDUAL PROCESSES

EFFICIENCY

PRODUCTIVITY AND ENGAGEMENT

BUSINESS RESPONSIVENESS

LEARNING CULTURE

PR

OG

RA

MM

E O

RG

AN

ISA

TIO

N C

ULT

UR

E

Achieved by 39%

Achieved by 41%

Achieved by 29%

Achieved by 24%

Achieved by 21%

Using more technologies

…

…but reporting fewer

benefits

What is holding us back?

A. Pace of changeB. Staff Reluctance

to changeC. L&D confidenceD. A bit of all of the

aboveE. Something else

entirely!

7%

22%

13%

53%

5%

Who is reporting the best

performance?

What are they doing differently?

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

TOPDEC

KTOP LEARNING ORGANISATIONS

Efficiency Processes Productivity Responsiveness Culture

25% 22%

12% 10%6%

37%30%

24%17% 18%

42% 39%

29%24% 19%

61% 63%

47%42%

37%

72% 73%

63%56%

48%

Q4 Q3 Q2 Q1 Top deck

Top Deck

x3 x5 X8x5x3

The Top Deck are realising the vision faster

Embracing change:

What can we do

together that we can’t do apart?

Classroom / F2F learning / training deliveryLearning management/strategy

Marketing and stakeholder engagement

Instructional design

Implementing blended learning

Supporting ongoing workplace performanceFacilitating social and collaborative learning

Programme evaluation and data analytics

Live online learning delivery

Digital content development

Performance consulting

0%

20%

40%

60%

80%

100%

Skills in house - All Priority skills - Alln=477

What skills do we need?

How does your L&D team primarily build the skills you need?

A. We invest in professional CPD

B. We join external interest groups

C. We join industry bodies

D. We don’t really have a proactive plan

21%

23%

15%

42%

We invest in professional CPDWe join external interest groupsWe join industry bodiesWe don’t really have a proactive plan

72%of the Top Deck

provide ongoing CPD opportunities for L&D staff

(48% avg.) 1 in 4 (avg.)

don’t know how their L&D staff

build skills

Classroom / F2F learning / training deliveryLearning management/strategy

Marketing and stakeholder engagement

Instructional design

Implementing blended learning

Supporting ongoing workplace performanceFacilitating social and collaborative learning

Programme evaluation and data analytics

Live online learning delivery

Digital content development

Performance consulting

0%

20%

40%

60%

80%

100%

Skills in house - All Skills in house - Top Deck Priority skills - Alln=477

The Top Deck are active in building priority L&D capabilities, today.

“the process of comparing Key Performance Indicators (KPIs) for one organisation with the indicators of others who are considered to represent the industry standard or best practice for that field.”

What is benchmarking?

Recalibrating our

benchmarks

OLD STYLE BENCHMARKS

New Learning

Benchmarks

PERFORMANCE IMPROVEMENT

KPI’s

FRAM

EWO

RK F

OR

EXPL

ORI

NG

L&

D

TACT

ICS

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

EnsuringEngagement

DemonstratingValue

The Towards Maturity Model

T O W A R D S M A T U R I T Y I N D E X

TOPDECK

TOP LEARNING ORGANISATIONS

© Towards Maturity 2015

84%of the Top Deck

Analyse the business

problem before recommending

a solution(55% average)

DefiningNeed

86% of the Top Deck

are proactive in

understanding how their staff learn

(30% average)

LearnerContext

88% of the Top Deck

welcome innovation & contributions from staff

(51% average)

WorkContext

94%of the Top Deck

consider the

course as only one option for

buildingperformance

(53% average)

BuildingCapability

The Top Deck INCREASE

ACCESS

TO COMMUNITY

TO CONTENT

TO TECHNOLOGY

TO CLEAR COMMUNICATION

AT THE RIGHT PLACE AND TIME

EnsuringEngagement

73%of the Top Deck

use learning analytics to

improve performance

(19% average)

DemonstratingValue

Which area is the charity sector strongest in?

A. Defining needB. Understanding

learnersC. Work contextD. Building capabilityE. Ensuring engagementF. Demonstrating value?

Defining need

Understanding l

earners

Work co

ntext

Building ca

pability

Ensurin

g engage

ment

Demonstrating v

alue?

0% 0% 0%0%0%0%

Which area is the charity sector weakest in?

A. Defining needB. Understanding

learnersC. Work contextD. Building capabilityE. Ensuring engagementF. Demonstrating value?

Defining need

Understanding l

earners

Work co

ntext

Building ca

pability

Ensurin

g engage

ment

Demonstrating v

alue?

0% 0% 0%0%0%0%

5.30

4.96

5.89

5.06

4.73

6.47

3.99

4.75

4.11

4.79

4.05

4.07

Demonstrating Value

Ensuring Engagement

Building Capability

Defining Need

Learner Context

Work Context Lighter Tones = CharityDarker Tones = Local Government

Charities vs. Local Government

4.01

4.07

5.30

4.96

5.89

4.94

4.79

6.24

3.99

4.75

4.08

4.98

Demonstrating Value

Ensuring Engagement

Building Capability

Defining Need

Learner Context

Work Context Lighter Tones = CharityDarker Tones = Health

Charities vs. Health

Prioritise inputsnot outputs

Be consumer driven

Work withinwider context

Preparefor change

Bring others on board

Use evidence to review &

adapt

© Towards Maturity 2015

Apply

business thinking

to learning strategy

Leverage the experience

of over 4,500 L&D leaders

TOWARDSMATURITY.ORG/MYBENCHMARK

Overwhelming Opportunity

Focus on one thing

first

If there's ONE area you need to focus on in order to improve performance in 2016, what is it?

Tick ONE

Choose ONE area

Post this card in the box at stand H21 for access to a great resource area that will help YOU make an impact in 2016 ✓

Understanding

Modern Learners

Make your learning interventions engaging and develop a high-impact learning strategy

Getting Business Stakeholder Buy-In

Learn how to open up conversations with your leadership team to get buy-in for your learning strategy

Learning Transformation

Understand how you can transform learning in your organisation using the latest thinking and techniques

Equipping L&D for the Future

Establish what skills you need to do your job as an L&D leader in today’s environment and prepare for the future

Prioritising Actions

Identify the actions you need to take and the evidence needed to support those decisions

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We are better together!

@LauraOverton@TowardsMaturity

laura@towardsmaturity.org

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