xCLCSem - Embracing change - better together - Laura Overton
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Transcript of xCLCSem - Embracing change - better together - Laura Overton
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Embracing Change: It’s Better Together
All content © 2015 Towards Maturity CIC Ltd. Not to be distributed or copied.
@LauraOverton@TowardsMaturity
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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
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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%
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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%
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Using more technologies
…
…but reporting fewer
benefits
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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%
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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
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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
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Embracing change:
What can we do
together that we can’t do apart?
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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?
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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
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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
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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.
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“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?
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Recalibrating our
benchmarks
OLD STYLE BENCHMARKS
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New Learning
Benchmarks
PERFORMANCE IMPROVEMENT
KPI’s
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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
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84%of the Top Deck
Analyse the business
problem before recommending
a solution(55% average)
DefiningNeed
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86% of the Top Deck
are proactive in
understanding how their staff learn
(30% average)
LearnerContext
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88% of the Top Deck
welcome innovation & contributions from staff
(51% average)
WorkContext
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94%of the Top Deck
consider the
course as only one option for
buildingperformance
(53% average)
BuildingCapability
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The Top Deck INCREASE
ACCESS
TO COMMUNITY
TO CONTENT
TO TECHNOLOGY
TO CLEAR COMMUNICATION
AT THE RIGHT PLACE AND TIME
EnsuringEngagement
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73%of the Top Deck
use learning analytics to
improve performance
(19% average)
DemonstratingValue
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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%
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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%
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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
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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
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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
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Leverage the experience
of over 4,500 L&D leaders
TOWARDSMATURITY.ORG/MYBENCHMARK
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Overwhelming Opportunity
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Focus on one thing
first
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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
Name: Email: Didn’t get chance to sign up? Visit our website after the show:
www.towardsmaturity.org/makeithappen
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We are better together!
@LauraOverton@TowardsMaturity
Download Embracing Change:www.towardsmaturity.org/2015benchmark
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#CLCSem
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