clc members seminar 10 july 2014 - building foundations for your learning strategy loverton

LauraOverton www.towardsmaturity.org/2014benchmark

\ BACK TO BASICS- HOW TO DEVELOP STRONG FOUNDATIONS FOR YOUR L&D STRATEGY

Laura Overton [email protected]

10th July 2014

mailto:[email protected]

mailto:[email protected]


How many have got an L&D

strategy?

A learning strategy is required to identify and develop the critical people skills and resources to help establish alignment with business priorities.

Jay Cross http://www.jaycross.com/samples/2%20IBM%20learning_strategy.pdf


Learning Strategy Check list

What are your goals and vision?

What workforce capabilites are needed?

What are your underpinning technology plans?

How will you get there?

What impact will you make?

What barriers will you need to overcome?


Using an evidence based approach

How do we establish foundations for an effective learning strategy?


BENCHMARKING =

EVIDENCE BASED LEARNING

Benchmarking is the process of comparing key performance indicators for one organisation with the indicators of others who are considered to represent the industry standard or best practice for that field.


Characteristics of toplearning companies create

the foundations for a mature technology enabled

strategy


0% 20% 40% 60% 80%

Learners put what they learn into practice quickly

Learners recommend e-learning to colleagues to improve job performance

We have noticed positive changes in staff behaviour

Managers agree that e-learning delivers additional business benefit

Bottom quartile Sample average Top learning companies

By understanding and responding specifically to learner needs , top learning companies are also reporting more engagement than average - across the board. What are they doing differently?

The foundations deliver success


Benchmarking in the CLC delivers results!

• CLC Members who benchmark are actively building these foundations

compared to others in the charity sector , CLC members are:

– Twice as likely to report that they have noticed changes in staff behaviour and that learners put what they learn into practice quickly

– Almost twice as likely to agree that their managers agree that e-learning delivers additional business benefit

– Twice as likely to agree that their ability to change products or processes has improved

• They report:

– 42% reduction in cost vs. 21% non members

– 36% reduction in delivery time vs. 23% non members

– 28% improvement in organisational productivity vs. 10 % non members

– 41% increase in the proportion of staff on learning by 41% vs. 17% non members


Defining

Need

Activities that help align implementation with

both business and individual needs:

Strategy aligned with business need

Learning relevant to required business need


Defining

Need

Learner

Context

Activities that provide learners with options that

support their:

Choice – time, place, approach

Motivation – aspirations and work-life balance


Defining

Need

Learner

Context

Work

Context

Activities that help L&D to understand and

address issues outside of their immediate control:

Technical infrastructure & relationships

Managerial support and culture

Integrated with talent


Defining

Need

Learner

Context

Work

Context

Building

Capability

Activities that build the skills of L&D

professionals:

General awareness

Designing learning

Transferring learning

Supporting performance

Facilitating collaboration


Defining

Need

Learner

Context

Work

Context

Building

Capability

Ensuring

Engagement

Marketing and

communications activities

that address stakeholder

requirements:

Managing change

Learners

Managers

L&D staff


Defining

Need

Learner

Context

Work

Context

Building

Capability

Ensuring

Engagement

Demonstrating

Value

Activities that highlight business impact:

Gathering feedback

Measurement

Communicating success


Foundation for future success

Where are you weak and where are you strong?


NEXT STEPS

Modernisng learning


#GetTheEdge14

A framework for progress

Find out more about the TM Model - www.towardsmaturity.org/static/growing-maturity/

http://www.towardsmaturity.org/static/growing-maturity/




It made us us stop and reflect on what we are planning to focus our energies on

Step 1


Review will take you through

What are your goals and vision?

What workforce capabilites are needed?

What are your underpinning technology plans?

How will you get there?

What impact will you make?

What barriers will you need to overcome?

84% in the 2014 Towards Maturity Benchmark found the review provided food for thought!


Step 2


Complete benchmark by 31st July to receive free report by mid September

Personalised feedback

Performance benchmarks

Take up Benchmarks

Open up new discussions with

stakeholders


Good practice Benchmarks Performance benchmarks Performance Dashboard

Fast track to success!


Step 3


YOUR NEXT STEPS?

Invite your customers

Free resources’

Follow the conversation on Twitter: #GetTheEdge2014

November

Masterclass and event

clc members seminar 10 july 2014 - building foundations for your learning strategy loverton

Technology