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.3 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 MallonHead 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






Ability to Innovate

+ Positive

- NegativeYou invest in the individual






Ability to Innovate

+ Positive


Payoff to the

Organization






Ability to Innovate

+ Positive


Payoff to the

Organization

Individual

Develops

others






Ability to Innovate

+ Positive


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

CareerDevelopment

Online

Resources


Enter: Continuous Learning Model

ImmediatePerformance support and other tools forpoint-of-need learningQ. WHAT DO I NEED TO SUPPORT MY SUCCESSIN THE MOMENT?

Q. WHAT DO I NEED TO GROW IN MY CURRENT ROLE?

Q. WHAT DO I NEED TO GROW IN MY CAREER?

IntermediateCurrent job development and competency expansion

TransitionalDevelopment of skills and relationships that will meetlong-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

EvolvingL&D Roles

InstructionalDesigner

FacilitatorTraining

Administrator

E-LearningDeveloper

L&D Manager

ProductManager

WebDesigner

DataAnalyst

BusinessConsultant

Web / UX Designer

InformationArchitect

Experience Curator

Learning PortalManager

LearningConsultant

Marketing / Brand Catalyst

+

New & ExpandedL&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%

Closing


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 MallonHead 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 DeloitteAs 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.

http://www.deloitte.com/us/about

Meeting the Needs of the Modern Learner

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