Critical Steps to Building a High-Performance Learning CultureBuilding a Culture of Learning....
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Transcript of Critical Steps to Building a High-Performance Learning CultureBuilding a Culture of Learning....
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i4cp discovers the
people practices that
drive high performance.
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1. Revenue growth
2. Market share
3. Profitability
4. Customer satisfaction
Focus of Research:▪ What do high-performance organizations do differently?
▪ Do those practices correlate with market performance?
Defining High Performance
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Beyond Best Practices: Next Practices
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i4cp Members
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of CEOs anticipate that their company will
change significantly over the next three years.
KPMG's 2016 Global CEO Outlook
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“My mission and
goal as CEO is to
make the Igloo of
today obsolete.”
~ Mark Parrish,
CEO
Two of 7 Lessons
Learned:
▪ Culture is game,
set, match.
▪ Write your own
obituary.
~ Marc Lautenbach,
CEO
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Establish
and Foster
a Learning
Culture
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A Culture of Learning
“An organization’s ability to learn, and translate that learning into action rapidly,
is the ultimate competitive advantage.”
~ Jack Welch
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A workplace in which learning is a valued way of life, knowledge is readily shared, and performance improves –at both the individual and organizational levels –is the vision that drives companies to establish and expand cultures of learning.
Organizations are more competitive, agile and engaged when knowledge
is constantly and freely shared.
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A Culture of Learning▪ Majority responses
1,000+ employees
▪ 50/50 between
National vs.
Multi-national/Global
(Published 2016)
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In 2 years… a noticeable decline
Helps meet
learning/development goals.
Helps meet organizational
business goals.
Delivered effectively
Delivered efficiently
Stays cutting edge with
techniques and technology.
Applies new technology to
solve business problems.
LE
AR
NIN
G F
UN
CT
ION
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High Performers noticeably excel
Helps meet
learning/development goals.
Helps meet organizational
business goals.
Delivered effectively
Delivered efficiently
Stays cutting edge with
techniques and technology.
Applies new technology to
solve business problems.
LE
AR
NIN
G F
UN
CT
ION
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The Intention-Execution Gap
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“I envision a future
where the tone will
change to 'if you do
well enough in school,
you may be able to
qualify for that
manufacturing job’.”~ John Shifflett
Director, Leadership &
Organizational Development
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• 4-8 year apprenticeships in 19 trades.
• Can earn a bachelor's degree in
mechanical or electrical engineering.
• NNS pays for tuition and books.
• Guaranteed employment w/ NSS.
• 1st-year apprentice makes = $35,000.
• First-year program grad = $58,000.
• After three to four years many move
into supervisory roles.
• > 80% of NNS graduates remain with
the company after 10 years of service.
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▪ Active knowledge sharing permeates
the organization
▪ Espoused organizational value
▪ Leaders (at all levels) are teaching
▪ Reinforced in hiring & development
▪ Measure learning’s effectiveness
▪ Managers rewarded for mobility and development
Traits of a Learning Culture
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Benefits Expected from Culture of Learning
0%20%
40%60%
80%100%
Higher individual employee performance
Increase employee engagement
Increase overall organizationalperformance
Retain valued talent
Respond to change
Meet current needs for talent/skills
Meet future needs for talent/skills
Compete for top talent
81%
80%
77%
74%
72%
71%
71%
65%
57%
46%
52%
57%
46%
59%
54%
41%
LPO
HPO
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4 Steps to Building a Culture of Learning
4-way
Accountability
Organization Learner
Manager Leader
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4 Steps to Building a Culture of Learning
Organization Learner
Manager Leader
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Is Your Culture a Learning Culture?
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9 out of 10 organizations with
extensive Learning Cultures
specify learning in their stated values
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Advancement
linked to
application of
knowledge/skills
Sharing knowledge
is included in
performance
expectations
Compensation
linked to
application of
knowledge/skills
Total RewardsPerformance
ManagementSuccession
Career paths specify knowledge / skills required for
advancement
Reward/recognition programs include learning-related
rewards
L&D is included in performance expectations
Learning as an Enabler (think Culture)Integrated L&D Drives Performance
2X 3X 2X
L&D is used to
attract top talent
L&D is included in
job descriptions
Recruitment
Commitment to ongoing L&D discussed in
interviews
4X
2X 3X 2.5X 2X
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Learning Culture: 3 Next Practices
▪ Regularly updated
IDPs for every
employee
▪ Worker accountability
for the learning
specified in those plans
▪ Non-financial rewards /
recognition for
employee learning
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Happy Jack
That’s more
like it!
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Rich Kramer - CEO
“Goodyear
leaders have
targets and
metrics each
year on how
they are
building talent
and teams.”
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Leaders as
Developers of
Talent
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4 Steps to Building a Culture of Learning
Organization Learner
Manager Leader
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“Relinquish the need to control employees’ learning and do not overly structure what an employee needs to learn.
I’m not advocating the abolition of formal learning, but I think the role of the L&D function more and more needs to be to enable employees to find knowledge.”
Kee Meng Yeo
VP Global Talent Development
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About The Report
National
Multi-national
Global
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In high-performance
organizations employees
are nearly 7X more likely
to regularly share new
knowledge with their
colleagues.
(40% HPOs vs. 6% LPOs)
high / very high extent
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“We launched an app to teach service training. Our staff can take photos of
something that is actually happening, upload it, and describe the situational cue
that associates should pay attention to. Then the employee describes a potentially
brilliant way to respond.”Adam Malamut
Global Talent Officer
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How Will Learning Happen in the Future
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4 Steps to Building a Culture of Learning
Organization Learner
Manager Leader
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The Need to Reskill
“A difficult but
necessary
conversation you
need to have with
your employees is
about technology
and its impact on
the work system.”
“I believe a
company should
reskill its
workforce twice
every 10 years.”
~ A.G. Lafley
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The Study
65% Multi-national/Global
31%
21%
48%
365 RESPONDENTS
Private Non-Profit/Gov't Public
Most with
10,000+
employees
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Good News: Lots of Opportunities
89%offer development
opportunities to
frontline workers
98%plan to maintain or
grow development
programs
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Bad News: Most Don’t Know
73%
Don’t track or don’t know who is taking advantage
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…say most frontline workers don’t take
advantage of developmental programs
Those that Do Know…
Most indicate
<50%
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Not Enough Measure & Reward
Supervisors for Frontline
Development
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▪ # of workers taking
advantage of tuition
assistance
(39% HPOs vs. 13% LPOs)
▪ # of workers advancing to
higher-skilled, higher-paid
positions
(12% HPOs vs. 0% LPOs)
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Managerial Failing: Talent Hoarding
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Formal Reward Mechanisms
No formal mechanism for rewarding managers
for development and mobility
Tied to compensation and advancement
Tied to manager’s annual compensation
Don’t know
Tied to manager’s advancement
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Hire ~ 7,000 craft workers/year
* 300 per year move from craft to
first-line supervisory roles
1-2 years in that role to be
eligible to apply
Apply online via cognitive &
personality assessments
Must be approved by their
supervisor and their HR leader
37% of exempt employees
change jobs every year - every
two years there is a rotation.
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4 Steps to Building a Culture of Learning
Organization Learner
Manager Leader
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Accountable Management
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Career
Choice
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• Amazon will pre-pay 95% of tuition
and fees for fulfillment center workers
to earn certificates and associate
degrees in high-demand occupations.
• Amazon will also reimburse 95% of
the cost of all required textbooks.
• The program will pay up to $12,000 in
tuition, textbooks and associated fees
over four years.
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The Report
52%Multi-national/Global
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Organization BenefitsCulture
Strategy
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Room for Improvement
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Informality Rules…but Should It?
2X
High
Performance
Organizations
are
more likely to
formalize their
LAT programs
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▪ Assess leaders’
teaching skills
▪ Pairing experienced
with inexperienced
leaders
▪ Providing train-the-
trainer sessions
HPO’s apply these methods to prepare leaders to teach and
reap benefits in both market and learning performance.
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4 Steps to Building a Culture of Learning
Organization Learner
Manager Leader
65© 2014 Institute for Corporate Productivity, Inc.
Kevin Martin
Chief Research Officer
@kevinwmartin
