Transcript E-Learning
Moving Beyond L&D Steps Toward Organizational Capability Mark Vickers Senior Analyst, L&D October 2012 Copyright © 2012 Bersin & Associates. All rights reserved. Bersin & Associates Membership Highlights Helping you drive business performance through proven people strategies: Get Smart Fast Rely on Credible Benchmarks Human Resources Leadership Development Communicate Effectively Implement and Measure Learning & Development Talent Acquisition Talent Management Copyright © 2012 Bersin & Associates. All rights reserved. Page 2 Proven People Strategies for Exceptional Business Results WhatWorks® Membership 500 blue chip members Trusted Content Research-based models, frameworks and tools BersinInsights The first information platform for HR, talent and learning Copyright © 2012 Bersin & Associates. All rights reserved. Page 3 BersinInsights™ Find it Fast: Personalized and Integrated Over 500 HR, talent and learning terms – constantly updated Over 800 expert questions and answers, user-rated Personalized! Constantly updated research and the filters to find just what you need Personalized! Easily find the research you read recently and your favorites Personalized! Over 300 solution providers profiled in a searchable database Searchable, industry leading blogs Upcoming webinars and events Personalized! Recently asked expert questions Personalized! Copyright © 2012 Bersin & Associates. All rights reserved. Page 4 WhatWorks Research Best Practices Linked to Business Results to Build Your Business Case Copyright © 2012 Bersin & Associates. All rights reserved. Page 5 WhatWorks® Models and Frameworks: Business-Oriented and Easy to Communicate Maturity Models Leadership Strategy Leadership Competencies/Capabilities Senior Leaders Executives Leadership Development Strategy Curriculum Design Solutions Development Management Leader Audiences Emerging Front-Line Mid-Level Leaders Leaders Leaders Curriculum Delivery Formal High Potentials Measurement Organization, Governance & Frameworks Informal Portfolio Strategy Infrastructure Leadership Brand and Leadership Culture High Impact Research Factbooks Copyright © 2012 Bersin & Associates. All rights reserved. Page 6 T&D Is the Top Global Strategy for Dealing with Shortages Providing additional training and 25% development to existing staff Broadening search outside of local region 12% Appointing people without job skills currently, but do have potential to learn/grow 12% 52% of U.S. firms 9% report difficulty filling positions Focusing more on staff retention in jobs where recruitment is difficult Increasing starting salaries Source: Manpower, “2011 Talent Shortage Survey Results.” 8% 0 5 10 15 20 25 Copyright © 2012 Bersin & Associates. All rights reserved. 30 Page 7 Increasing Specialization Expertise drives competitive advantage Top Management Specialization improves quality and reduces cost Deep skills developed through “deliberate practice” and reinforcement Deep skills come from a range of developmental experiences We need career development in all critical job roles Senior Management The Experts Senior Specialists Middle Management First Line Management Functional Specialists / Front-Line Employees Back Office, Operational, Contingent Employees High Performing Organizations Understand This Copyright © 2012 Bersin & Associates. All rights reserved. Page 8 Top Talent Priorities for 2013 HighLow Preparedness Importance High Preparedness Low Importance High Preparedness High Importance High Preparedness High Importance Developing Job Profiles Internal Peer Networking Analyzing Job Requirements PM Process Preparedness Handling Retirements Manager Interview Skills Diversity & Inclusion Deep Specialization Redefining HR Roles Sourcing/Managing Contingent Workforces Forecasting Future Talent Needs Wellness Programs Employee Referral Programs Meeting Multigenerational Needs Leveraging HR Metrics Culture of Internal Mobility Talent Mobility Across Regions External Peer Networking LowLow Preparedness Importance Low Importance Low Preparedness Global Awareness and Fluency Leadership Bench Strength Identifying Talent Gaps Filling Talent Gaps Manager Capabilities to Develop Employees Workforce Planning Global HR Service Model Blending Social into HR Programs Retaining Key Employees Building a High Impact Learning Organization Understanding Global Culture Localizing HR Service Model Manager Capabilities to Drive Employee Performance Global Business Acumen Sourcing Talent in Emerging Markets Promoting Career Development Focus on Learning, Leadership, and Planning LowHigh Preparedness Importance High Importance Low Preparedness Importance Copyright © 2012 Bersin & Associates. All rights reserved. Page 9 High-Impact Learning Organization® Maturity Model Methods Expertise Levels Leadership Problems to Be Solved Level 4: Organizational Capability Source of Business Performance Capability & Learning Agility Executive Driven | Cultural & Systemic Focus Level 3: Talent & Performance Improvement Source of Talent Development & Performance. Consulting | Integrated with HR/TM Improving Alignment | Process & Tech Focus Level 2: Training & Development Excellence Source of Designed Instruction | Evolving Governance & Operations Improving L&D Core Processes | Program Focused Level 1: Incidental Training Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused Copyright © 2012 Bersin & Associates. All rights reserved. Page 10 Three Essentials Cultivate Learning Culture Master Measurement IMPACT Master Content Copyright © 2012 Bersin & Associates. All rights reserved. Page 11 High-Impact Learning Culture® Model Business Outcomes Learning Culture Building Encouraging Trust Reflection Learning’s Enabling Knowledge Value Sharing Demonstrate Empowering Employees Formalizing Learning As Process Learning Agility Innovation Employee Productivity Leadership Ability to Learn Motivation to Learn Customer Satisfaction Customer Responsiveness Customer Input Management Acquisition + Application of Knowledge and Skills Cost Structure Time to Market Market Share 40 Practices of a High-Impact Learning Culture® Workforce Expertise Copyright © 2012 Bersin & Associates. All rights reserved. Page 12 Bersin & Associates HILO Maturity Model Organizational Capability Development Talent and Performance Improvement Training & Development Excellence Incidental Training & Job Preparedness Learning Culture Learning Measurement Empower and Encourage Reflection Focus on Company Performance Ensure Learning as a Process Master Efficiency and Alignment Demonstrate Value of Learning Evaluate Specific Programs Create Culture Unwittingly Use Few Metrics, Perhaps Level 1 Copyright © 2012 Bersin & Associates. All rights reserved. Page 13 Vestas & Achievement-Based Learning Using Game Mechanics to Drive Motivation and Knowledge Sharing 1) Shift focus from what employees learn to what they achieve 2) Give the learner clear goals, combined with recommended learning components 3) Reward individual learner achievements and make them visible to other learners 4) Force learners to share what they learn and how they learn 5) Make the tool extremely simple for the Problem Owner to use. Copyright © 2012 Bersin & Associates. All rights reserved. Page 14 Beyond L&D Who Meets These? How? All Learning Needs L&D Copyright © 2012 Bersin & Associates. All rights reserved. Page 15 Questions? Visit Bersin & Associates at www.Bersin.com Download our High-Impact Learning Organization Maturity Model at http://marketing.bersin.com/MASIE_10_21_12_AttendeeD ownload.html See us on Twitter at: @Bersin @TWgy Copyright © 2012 Bersin & Associates. All rights reserved. Page 16