making learning alive at work - ignite session and debate

Making Learning Alive at WorkIgnite session and debate

www.brightwave.co.uk

Session Chair

Charles Gould Managing Director Brightwave

Work

3-day residential course

Life

Multimedia e-learning

A mosaic approach

Work-based learning evolves

Self-paced CBT

F2F course at work

Learner expectation gapUse of

technology and social media

Employer

Employee

Ignite in 5 mins

Introducing our panellists• Jasmine Rose - Learning & Development Manager

Marks & Spencer

• Jennifer Flock - Chief Operating Officer20-First

• Henrietta Palmer - e-Learning ManagerTUI UK Ltd

• Dr Genny Dixon - Head of ResearchTowards Maturity

Making Learning @ Work

Jasmine Rose Learning and Development Manager Marks and Spencer

Perspective – Making Learning @ work

Past (1895-1950) (1950-2010)

© Marks and Spencer plc 2011

Present (2012-today) Future (2015-2020 and beyond)

Structure

1. Store Profile 3. Format ofLearning 4. Accessibility2. Employee

Profile

M&S Store Profile

Departmental Stores High Street Stores

The Past The FutureThe Present

Quality Value Service Innovation Trust

M&S Store Profile


Home


Lingerie

Kids Food

Ladies Wear

Men’s Wear

The Employee Profile


In 1933 the Training

Department was set up to

help employees

learn new skills and develop team spirit


The Format of Learning



1950’s

1960’s

Learning Accessibility



M&S Store Profile


Multi Channel


The Employee Profile + Customer Profile






On the Job Coaching

Workbooks

Worksheets

Learning Cards




E-learning

& DVD

Workshops

Learning Accessibility


QR Codes



M&S Store Profile


One Two Three


The Employee Profile



Speed Personalised

Targeted

Technology

Engaging Bite size





The Format of Learning - Network Learning



The Format of Learning – Martini Learning

Any time Any placeAny where =

Accessibility




Why does it make commercial sense?


Service

Standards

Sales

People

Costs

Making Learning @ work

Questions for Jasmine?

20-first © 2008

The Bottom Line on Gender BalanceIgnite Presentation

Jennifer Flock

29

20-first © 200830

www.20-first.com© 20-first 2013

20-first © 200835


60% GLOBAL

GRADUATES

20-first © 200836


60% GLOBAL

GRADUATES

20-first © 200838


80% CONSUMER PURCHASES

20-first © 200839


80% CONSUMER PURCHASES

20-first © 200841


DO YOU KNOW WHO YOUR CUSTOMERS ARE?

20-first © 200842


50% 50%+

= OPTIMAL INNOVATION

Source: London Business School, 2009

20-first © 200843


56% BETTER PROFITABILITY

41% BETTER RETURN ON EQUITY

Source: McKinsey, 2010.

20-first © 200844


50% / 50%

<20%

Men

Women

>80%

PROMOTION TRENDS

20-first © 200845


50% / 50%

<20%

Men

Women

>80%

PROMOTION TRENDS

20-first © 200846


IMBALANCE AT THE TOP

20-first © 200847


DO YOUR

MANAGERSGET IT ?

Questions for Jennifer?

Henrietta Palmer

Digital Learning ManagerTUI UK & Ireland

19,000People

• Retail Outlets• Contact Centres• Overseas• Airline• Head Office

TUI UK & Ireland

Retail

850 Retail Outlets+ Superstores

5 Contact Centres 5 MillionHolidays &

Flights sold a year

Overseas

3,500 peopleAcross 80 Countries

Thomson Airways

• UK’s biggest holiday airline

• Fly from up to 22 UK airports

• Fleet of 65 aircraft• Fly to 100 destinations

Head Office

1,750 People inHead Office

Environments

•HQ in UK•49,000 employees

• Operating in 180 countries

• 30M customers• 27 key source

markets

TUI Travel PLC

http://www.google.co.uk/imgres?q=tui+travel+plc&num=10&hl=en&tbo=d&biw=1093&bih=479&tbm=isch&tbnid=mMEZnNR0842npM:&imgrefurl=http://www.thejobcrowd.com/career/hospitality-leisure-and-tourism/venue-manager%3Fpage%3D3&docid=ZijCKITn1nP3lM&imgurl=http://www.thejobcrowd.com/sites/default/files/tui_logo.jpg&w=1831&h=769&ei=bzEAUbbMNqLX0QXAu4HoDA&zoom=1&iact=hc&vpx=620&vpy=178&dur=1661&hovh=145&hovw=347&tx=149&ty=74&sig=107124824005324735385&page=1&tbnh=104&tbnw=248&start=0&ndsp=10&ved=1t:429,r:3,s:0,i:105

Benefits

In-house v external

Sustainable Design

Multi-platform

Meeting Learner Need

Summary

Questions for Henri?

Exploring the gap What we want vs. what we get

Towards Maturity Benchmark 2012-13

gennydixon

Benchmark Research 2200 organisations 3000 learners

2003/4

20082006

20112010

2012

Why are some organisations more successful than others?

72

Towards MaturityBenchmarking good practice since 2003

The Towards Maturity 2012 Benchmark

6th survey in 2012

73

• Share good practice • Respond faster• Improve talent

Increased a lot!

• Increase productivity• Improve quality• Comply with new regulations• Greater value for money

Increased

We want so much more...

74

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

EnsuringEngagement

DemonstratingValue

TM Index

What difference does maturity make?

30%

4 out of 5 learners are happy to share

Image courtesy of pakorn via freedigitalphoto95% want to increase sharing good practice

Sharing good practice

95% 25% 20x more

likely to actively encourage

collaboration

25%

Under halfUse social media or allow full access

to the internet

79

Individual goals

Team goals

Business unit goals

Organisation goals

Organisation strategic vision

Improving talent and performance management

91% 20% 27x more likely

to encourage staff to develop their own personal learning

strategies

1 in 5 Support on-boarding and recruitment

20%

81

Tools of the trade

Rapid application developmentMobile3rd Party social media SharePointVirtual meetingsOff-the-shelf e-learning

PodcastingE-portfolios

Virtual worldsSerious games

Virtual classroomsIn house social media 82

What (or should we ask WHO)

are the top barriers inhibiting development of

the learning culture?

2004 IT infrastructure

2006 Cost of set up

2008Staff reluctance

2010Lack of knowledge of potential

2011L&D staff skills

2012Learner skills to manage own learning

Image courtesy of pakorn via freedigitalphoto

6 out of 10 report

It’s time we understood our learners better

39%28%

19% 23%

Benchmarking

• Review and measure own practice• Compare with top learning companies• Act and implement improved practices

http://www.learningtechnologies.co.uk/media/01/401-pic-23.jpg

Let’s benchmark

1 10Line managers encourage and make time for their staff to study on the job

REVIEW

Let’s benchmark

1 10Line managers encourage and make time for their staff to study on the job

COMPARE

Scoring 7 or more:

• Average: 1 out of 5• Top learning companies : 1 out of 2


“Time invested in benchmarking is never wasted – it helps us build performance and future-proof our L&D strategy.”

Rachel Sparrow, EDF Energy

www.towardsmaturity.org/mybenchmarkTM Index


“Learning should be integrated into the doing, as part and parcel of everyday work. It should

also be energising, stimulating and fun. Getting the best out of everybody, including

yourself to meet the challenges ahead.”David Skyrme, October 1995.

Connect with [email protected]@towardsmaturity.org

LT Stand 99

www.towardsmaturity.org2012-13 Benchmark Reportwww.towardsmaturity.org/2012benchmark

ACT!

mailto:[email protected]

http://www.towardsmaturity.org/2011benchmark


Questions for Genny?

Panel discussion

Thank you

www.brightwave.co.uk / @brighttweet

http://www.brightwave.co.uk/

Come and see us on stand 146www.brightwave.co.uk / @brighttweet

http://www.brightwave.co.uk/

making learning alive at work - ignite session and debate

Documents