Learning In The PandemicMore Essential Than Ever
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Josh Bersin
Global Industry AnalystAugust, 2020@Josh_Bersin
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How the World Has Changed
CoronavirusCrash
GlobalPandemic
Back toWork
TransformedBusiness
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Four Phases of The Pandemic
ReactHR, IT, Facilities come togetherResponse task force assignedSet up emergency team around the worldDaily standup meetingsRegular all-hands and CEO communicationsEssential vs. Non-Essential workersReal-time data on infection and travelReal-time feedback and surveysReporting of problems, infections, issuesRemote work policyStipend for home office equipmentSupport India and remote officesEmpower HRBP to act and coordinateCut or realign budgetsShare business downturn and changesCEO Chief Empathy OfficerSupport leaders to help remote workersProvide support to furloughed peopleReturn and remind of values and missionShow positive future and optimismPut big projects aside
RespondRemote work training and tools1:1s, communications, team connectionPrograms for mental health and resiliencyIncrease access to counselingCost offset for childcareWellness, safety tips, education on virusExercise, fun, kids programsOnline learning on every topicHome school help and programsDaily communications on status and policiesCoaching and counseling on stressFurlough or job policiesMandatory leave, vacation policy updatesUpdate to performance processNew workforce plan, new hiring plansSwap workers, support dislocated peopleChange bonus accruals, exec payRegular pulse surveys and feedbackRemote interview, onboardingTrain managers on new role and issuesApply for government support in location
TransformReinvent business modelRethink customer experience and demandMove and change roles, train for new rolesRedefine customer engagement modelCreate new business plans and goalsRedefine org structure for new worldSet in place ongoing measurementsIdentify new HR tech platformsRealign careers and jobs for new businessInvest in citizenship and diversityDeal with Black injustice issuesRedefine brand and marketing messageCreate scenario for new wave of virusPartner with infection, safety vendorsRethink hiring planStrengthen internal mobility programsRoll out new work at home strategyRoll out new facilities strategyRoll out new customer interaction strategyGive leadership a rest and new energyRedefine company missionRealign financial goals
ReturnMove and change roles, train for new rolesCreate new protocols for safety and healthDefine who “comes back” and who doesn’tCreate distancing guidelines in officeBuy masks and other safety equipmentStay current on local regulations and changesIdentify “fear of return” and address issueFormalize infection reporting processDecide new process for pay and performanceReset expectations around productivityCreate new flexible work policyDecide what locations to closePut people into working teamsCreate program around stress and PTSDInvest in pay and benefits for economicsAlign with ongoing government policiesSupport local community programsTrain employees on productivity at homeRoll out new wellbeing programRoll out new leadership support program
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Four Phases of The Pandemic: Learning Is Massive
ReactHR, IT, Facilities come togetherResponse task force assignedSet up emergency team around the worldDaily standup meetingsRegular all-hands and CEO communicationsEssential vs. Non-Essential workersReal-time data on infection and travelReal-time feedback and surveysReporting of problems, infections, issuesRemote work policyStipend for home office equipmentSupport India and remote officesEmpower HRBP to act and coordinateCut or realign budgetsShare business downturn and changesCEO Chief Empathy OfficerSupport leaders to help remote workersProvide support to furloughed peopleReturn and remind of values and missionShow positive future and optimismPut big projects aside
RespondRemote work training and tools1:1s, communications, team connectionPrograms for mental health and resiliencyIncrease access to counselingCost offset for childcareWellness, safety tips, education on virusExercise, fun, kids programsOnline learning on every topicHome school help and programsDaily communications on status and policiesCoaching and counseling on stressFurlough or job policiesMandatory leave, vacation policy updatesUpdate to performance processNew workforce plan, new hiring plansSwap workers, support dislocated peopleChange bonus accruals, exec payRegular pulse surveys and feedbackRemote interview, onboardingTrain managers on new role and issuesApply for government support in location
TransformReinvent business modelRethink customer experience and demandMove and change roles, train for new rolesRedefine customer engagement modelCreate new business plans and goalsRedefine org structure for new worldSet in place ongoing measurementsIdentify new HR tech platformsRealign careers and jobs for new businessInvest in citizenship and diversityDeal with Black injustice issuesRedefine brand and marketing messageCreate scenario for new wave of virusPartner with infection, safety vendorsRethink hiring planStrengthen internal mobility programsRoll out new work at home strategyRoll out new facilities strategyRoll out new customer interaction strategyGive leadership a rest and new energyRedefine company missionRealign financial goals
ReturnMove and change roles, train for new rolesCreate new protocols for safety and healthDefine who “comes back” and who doesn’tCreate distancing guidelines in officeBuy masks and other safety equipmentStay current on local regulations and changesIdentify “fear of return” and address issueFormalize infection reporting processDecide new process for pay and performanceReset expectations around productivityCreate new flexible work policyDecide what locations to closePut people into working teamsCreate program around stress and PTSDInvest in pay and benefits for economicsAlign with ongoing government policiesSupport local community programsTrain employees on productivity at homeRoll out new wellbeing programRoll out new leadership support program
What HappenedWhat To Do Now
Work at HomeLeadership andManagement
New WorkplaceNew Protocols
New BusinessNew Customer Models
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4%
5%
7%
8%
8%
9%
12%
13%
15%
17%
38%
54%
Managing Schedule
Social Isolation
Productivity
Family Health
Work Life Balance
Stress and Mental Health
Viability of Employer
Remote work
Personal Finances
Childcare and Home Schooling
Personal Health
Job Security
Top Issues May, 2020
Top Issues On Employees’ Minds
Top 4 Issues• Financial Security (81%)• Health and wellbeing (56%)• Family (25%)• Productivity and work (24%)
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6%
6%
7%
7%
7%
10%
10%
12%
14%
14%
16%
17%
26%
0% 5% 10% 15% 20% 25% 30%
Foster Connections w/Employees RemoteUnderstand New Regulations
Help Employees w/Mental HealthReduce Costs
Deal with UncertaintyPlan Workforce Utilizatoin
Increase Long Term ViabilityContinuity of Business Operations
Communicate Frequently and ClearlyProtect Employees Jobs
Create Engagement Working RemotelyTransition to Remote Work
Health of Employees
Top Issues Week of April 1-18, 2020
Top Issues On HR Departments’ Minds
Top 4 Issues• Jobs, Continuity, Legal (42%)• Health and Wellbeing (41%)• Manage Remote Work (39%)• Mental Health, Uncertainty (14%)
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The Big Reset in HR: New Operating Model
Responsive (Efficient) Resilient (Adaptive)
Strategic, data-driven, experience-oriented, diverse, inclusive, passionate.
Cross-trained, highly collaborative, distributed, coordinated, agile.
• Integrated HR tech strategy• Strength in People Analytics• Self-directed learning, new career models• Integrated experience for recruitment• Strong focus on business priorities
• HR professionals work close to client needs• Teams are cross-functional by design• Agile “pools” of people who work on projects• HR professionals know each other well• Skills and capabilities valued and well known
Operating Model: central control, distributed execution
Operating Model:distributed control, centralized coordination
Success: efficiency and employee satisfaction Success: speed and quality of response
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Organizational Resilience
1. Operating Model: distributed authority with central coordination
2. Capability: deep levels of training and experience
3. Relationships: socio-technical systems and personal relationships
4. Shared data and real-time situational awareness
5. Leadership: Creates trust and believe in creativity and innovation
Creating A Resilient Organization
Individual Resilience
1. Positive attitude and emotion, growth mindset
2. Work: fit, safety, enablement, tools, support
3. Relationships: work, home, family, community
4. Purpose: meaning and mission of work and life
5. Progress: ability to perform, achieve, and grow
9
The Changing L&DMarket
1
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*Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10, 2015. https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html** Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial-robots/index.html
The Future of Work is Here
AI, Robotics, Sensors Have Arrived
83% of CEOs expect AI to radically change their business in the
next 3 years.
51% have already implemented major automation projects
in services or product areas.
55% of employees are worried about
automation taking their jobs.
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Source: U.S. Bureau of Labor StatisticsKansas City Fed, Q1 2019, Q4 2019
GapWidening
Shift To Service Centric Economy
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Employee Anxiety: Jobs and Career
83% of Employees
believe it is theirresponsibility to
reskill themselves
ANXIETY ABOUT JOB AND LIFEMovement of business to new economies and inward focusof business is the mandate for 2020
Job may not survive and I may lose my job
How do I stay productive and balance life and work
76%
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The L&D Market
Tuition Reimbursement, $27.0
Managerial, $29.6
Compliance, $23.3
Process/Procedure, $21.1
Sales, $19.0Onboarding/orientation, $17.3
Professional (engr, acct, legal), $16.9
IT and desktop, $16.7
Soft skills, interpersonal, $16.5
Executive/leadership, $14.6
Customer Service, $12.7
Product Education, $12.7
Basic skills, $6.1
Total Worldwide L&D Spending by Program ($ Billion)
US: $141 Billion
Global: $211 Billion
Sources: ATD Market Study, Bersin Corporate Learning Factbooks, Toward Maturity Benchmark Surveys, Sierra-Cedar HR Systems Survey, Bersin Proprietary Research, © Josh Bersin www.joshbersin.com
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The L&D Marketplace Is Growing Rapidly
-11%
2%
10%12%
10%8%
7%6%
5%
2008-2009 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2017 2018-2019 2019-2020
L&D Global Spending YTY Growth Rate
Sources: ATD Market Study, Bersin Corporate Learning Factbooks, Toward Maturity Benchmark Surveys, Sierra-Cedar HR Systems Survey, Joshbersin.com research
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How Corporate Learning Has EvolvedWe are here
E-Learning& Blended
1998-2002 2005 20182010
Self-StudyOnline Learning
Course CatalogOnline University
2020
CapabilityAcademies
CapabilityAcademies
Instructional DesignKirkpatrick
LMS asE-Learning Platform
TalentDriven Learning
Career FocusedLots of Topics
Learning PathCareer Track
Blended LearningSocial Learning
LMS as TalentPlatform
Learning InFlow of Work
Everyone, All the Time, Everywhere
Micro-LearningReal-time Video
Courses Everywhere
Design ThinkingLearning Experience
LMS invisibleData Driven, Mobile
“Digital”Learning
Learning On DemandEmbedded Learning
Video, Self-AuthoredMobile, YouTube
70-20-10Taxonomies
LMS as ExperiencePlatform
Formats
Philosophy
Users
Systems
LXP Arrives
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We Need Behavioral And Communication Skills
From Soft Skills to Power Skills
https://joshbersin.com/2019/10/lets-stop-talking-about-soft-skills-theyre-power-skills/
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It’s Soft Skills That Drive Wage Growth
Growth in Wages and Demand: 1980-2012
Low social, low math
Low social,high math
High social,low math
High social,high math
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Young Workers Hungry for Behavioral Skills
Peak Human Potential: Preparing Australia’s workforce for the digital future - 1,083 professional and business respondents in Australia, 7/2019
Young employees seethis stronger than ever
Baby Boomers Gen X Millennials
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What Are PowerSkills? The Skills of Success.
Learning Generosity Joy Teamwork
Optimism Curiosity Tenacity Flexibility Integrity
Commun-ication
Drive Ethics Empathy Followership
Happiness Patience Kindness Forgiveness
TimeManagement
Awe
Source: IBM, Greater Good Science Center, Pymetrics, Josh Bersin
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People Desperately Want To Learn
Inability to learn and grow20%
Working too hard, travel, unhealthy work environment
12%
Inability to get promoted11%
Not getting adequate raise11%
Misalignment with company mission or purpose
10%
Poor relationship with manager9%
Lack of respect for CEO or leadership
8%
Poor relationship with team mates or peers
6%
Other13%
What Is The #1 Thing That Would Make You Look For A New Job?
N=2,800 professionals, Fall 2018, Bersin and LinkedIn Research, https://www.linkedin.com/pulse/want-happy-work-spend-time-learning-josh-bersin/
21
Learning Tech Market:Expanded and Confusing
2
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Source: Toward Maturity, 2017 and Learning Technology Survey, Don Taylor, 2018
Source: Sierra-Cedar HR Systems Study, 2018
Evidence of Change
• 38% of LMS users wantto improve the user experience
• 28% of companies are buying a new core learning platform
• 14% are planning on replacing their LMS
The Scale of Technology AdoptionThe number of different technologies in use is growing year on year, although this is not matched by an increasing investment of training budget in technology. The global average is 23 different technology tools or platforms – double the number of technologies that organizations were using in 2011.
© Copyright Towards Maturity CIC, 2017, 2018 London.
Number of technologies used
Num
ber o
f diff
eren
t te
chno
logi
es in
use
23
2018
Explosion of Learning Tools
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The Corporate Learning Market Has Exploded
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Automate Integrate Engage Perform
1990s-2000s 2004-2012 2012-2017 2019+
Automated Talent Management
Integrated Talent Management
Engagement, Fit,Culture, Analytics
Productivity, Performance, Teams
Talent Management: Integrated processes and systems, Talent as core to HR and business
agenda
Systems of AutomationPractice-driven solutions
People Management: Focus on culture, engagement, environment, leadership, and fit
Systems of Engagement, Empowerment solutions
Engage
Team & Work Management:
Optimizing productivity, alignment, and teams to make
work better.
Systems of ProductivityIn the Flow of Work
Shift To Technology That Makes Work Easier
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Learning ExperiencePlatforms
Degreed, EdCast, Fuse, Percipio, Filtered, Cornerstone, 360Learning
Valamis, Tribridge, LinkedIn…
Program DeliveryPlatforms
Cross Knowledge, Intrepid, NovoEdEdX, Everwise, OpenEdX, Blackboard,
Canvas, Coursera, Bridge, D2L, Trailhead...
Micro-LearningPlatforms (Adaptive)
Axonify, Area9, Grovo, Qstream, Practice, Rehearsal, Jubi, Wisetail, Mindtickle,
Trivie, Echo, EduMe, etc.
LMS and Content Platforms
Cornerstone, Saba, SuccessFactors, SumTotal, WorkdayOracle, Kallidus, Bridge, D2L, Totara, Litmos, Intellum, Docebo, others
Assessment, VR, Development ToolsVideo Authoring, Intelligent assessment, spaced learning,
gaming, virtual reality, collaboration, simulations, STRIVR Labs, Mursion, Microsoft, WarpVR, VantagePoint
Content ProvidersLinkedIn, Udacity, Coursera, Bersin Academy, Udemy, Pluralsight,
SkillSoft, CrossKnowledge, Coorpacademy, Cornerstone, hundreds of others
Learning Record Store
GrassBlade, Learning Locker, Saltbox, Yet, Watershed
1
5 6
8 9
Digital Adoption and Workflow Learning ToolsWalkMe, EnableNow, Microsoft Teams, Slack, GSuite
7
The Learning Market Has Grown Up
Talent Marketplace PlatformsFuel 50, Gloat, Workday, 365 Talents, Bridge
4
2 3
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The New Model for Learning: In The Flow of Work
Micro-Learning Macro-Learning
I need help now. I want to learn something new.
• 2 minutes or less• Topic or problem based• Search by asking a question• Video or text• Indexed and searchable• Content rated for quality and utility
• Several hours or days• Definitions, concepts, principles, and practice• Exercises graded by others• People to talk with, learn from• Coaching and support needed
Is the content useful and accurate? Is the author authoritative and educational?
Videos, articles, code samples, tools Courses, classes, MOOCs, programs
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Macro
Macro
Micro
Micro
Micro
Micro
Micro
Teach
New on the Job Seasoned Expert
Pace
of L
earn
ing
Normal
Great
Bad
Credential
Learning In The Flow of Work™
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Novice
Literate
Capable
Expert
Structured Content
(Macro-Learning)(58%)
Unstructured Content
(Micro-Learning)(42%)
O’Reilly study of over 200,000 learning interactions for engineering and software skills found that 58% are “structured” or linear, and 42% are “ad-hoc” or content focused.
Research Proves Role of Micro and Macro Learning
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• “Not only does retrieval produce learning,
a retrieval event may actually represent a
more powerful learning activity than an
encoding event.”
• “Retrieval practice produces more learning
than elaborative study, implying that the
act of reconstructing knowledge itself
is one of the most powerful learning
activities we can produce.”
28%
46%41%
69%
Study Repeated Study Concept Mapping Practice andRetrieval
Technical Material Percentage Retained Two Weeks Later
Source: “Retrieval Practice Produces More Learning than Elaborative Studying with Concept Mapping,“ Karpicke and Blunt, Purdue, 1/21/2011
146% increase in retention
Spaced Learning With Practice Is The Answer
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Learning Will Appear Everywhere
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Wordpress Dropbox
EdX Coursera Intrepid
Skype MS Teams Webex
Stripe Shopify Paypal
Fuel50 Gloat Bridge
SkillSoft Gen Assembly IBM
Degreed EdCast Valamis
Cornerstone Saba SumTotal
Sharepoint Wordpress Dropbox
Cornerstone Coursera Intrepid
Skype MS Teams Webex
Stripe Shopify PayPal
Fuel50 Gloat Bridge
DegreedEdCast
Gen Assembly IBM
Degreed EdCast Valamis
Bridge
Docebo
EdX
SAP
SuccessFactors
SkillSoft
How Platforms Are Disparate In The Market(Representative Vendors – Many left out to show the idea.)
Nom
adic
Inkl
ing
Nov
oEd
Deg
reed
360L
earn
ing
Fuse
Fuse
Uni
vers
al
Learning Management
Content Management
Course Management
CollaborationMentoring
CommerceCompliance
Curricula /CareerManagement
Skills Management,Assessment
Learning Experience
EdCast
SumTotal
NovoEd
Slack
Saba
Cornerstone
Pluralsight
Fuse
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Where The Learning Industry Is Going
Learning Data and IntelligenceActivity, completion, skills, influence, authority, user profile, user data
Content Assembly and DeliveryRecommendations, pathing, pre-requisites, versioning, media management, transcription, translation, delivery management, platform awareness
Learning Business RulesRequired, manager approval, payment, access, competency-driven, badging, certificates, scheduling, resource management, third party catalog
Third PartyContent Live Experience Flow of
WorkLeader
Coaching Project Work Feedback
ContentDevelopment
CollaborationComments
PerformanceSupport Mentoring Developmental
AssignmentAssessment
Quizzes
Learning ExperiencePortal, mobile view, app, user interface
Discovery and RecommendationUser based, skills based, content based, AI based
HRMS
LXP
LMS
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Skills vs. Capabilities
The “Skills Cloud” Idea
JobDescriptions
Education &Degrees
LearningHistory
CredentialsBadges
DocumentsCreated
ArticlesPublished
Click StreamOf Content
EmploymentHistory
SelfAssessment
TestsAnd Scores
PeerAssessment
PerformanceAppraisals
Connections &
Associates
AffiliationsMemberships
ProjectsYou’veDone
Feedback onReal Work
Level ofAuthority
Reputation In Market
SocialFollowership
Industries ofExperience
Companiesof Experience
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Skills vs. Capabilities – Not A Simple Process
The “Skills Cloud” Idea
Self-Tagging
WordIndexing
ContextMatching
InfluenceRating
JobCareer
Matching
MuchMuchmore
LXP ATS Talent Marketplace ONA Tool Industry taxonomy Extensible AI
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Content Development
Learning Evaluation
Instructional Design
L&D Performance Consulting
Learning Delivery
Division / Country
LeadershipLMS
Administration
New
Strategic Enablers
ContentCuration
AIAlgorithms
DataAnalysis
MarketingBrand
Comms
User FlowOf WorkAnalysis
Tech ToolsEvaluation
PerformanceConsulting
AdvancedMedia
App and AgileDevelopment
UI andExperience
Design
Core
“You’re no longer managing curricula, you’re managing employee journeys.”
Traditional
New Capabilities for L&D
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Evolving L&D Roles: Capability Development
Derived from LPI Capability Model, #LPICapMap
InstructionalDesigner
E-LearningDeveloper
PerformanceConsultant
Learning Experience Designer
ClassroomInstructor
OnlineInstructor
SME LearningCoach
CommunityFacilitator
LMS Administrator
Learning Technologist
User Content Curator
Learning Architect
Data Analyst
ContentManager
TopicOwner
TaxonomyArchitect
CapabilityLeader
LearningLeader CLO Learning
General ManagerSales and
Marketing Leader
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Adaptive Learning Drives Performance
57%
42%
62%
75% 78% 75%
100%
29%
46%
17%
46%
60%
36%
63%59%
27%
42%
56%
38%
25% 22% 25%
0
71%
54%
83%
54%
40%
64%
37%42%
73%
Waterfallmodel
Agile for someL&D
Agile acrossL&D
Continuouslymonitorlearning
engagementand business
and talent data
Defined skillsand
capabilities toprioritize L&D
needs
We experimentwith L&D Tech
to driveinnovation
Robust internalmobility across
L&D
Usegeneralists in
L&D andoutsourcespecialists
Use strategicbusinesspartners
assigned tobusiness units
Hierarchicaland risk averse
leadership
Flexible andopen to
continuouschange
Contentdesigned as
learningjourneys
Contentdesigned ascourses and
curricula
We usecapability
academies forcritical areas,
led bybusiness
Starting toadopt Learning
in Flow ofWork
Not working onflow of work
High Performers Low Performers
JBA-NIIT Adaptive learning research, 53 companies, more than 14 million learners, High Performers are top 30% of sample based on business
growth and Glassdoor ratings.
38
Bringing Platforms TogetherThe Capability Academy
3
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From Skills To Capabilities
Skills CapabilitiesKnowledge on a topic or system. Ability to perform in a job.
• Topic based, often technical• Often self-taught with coaching• Many levels of knowledge and experience• Constantly changing• Easy to assess, not sure of utility
• Defined around actual job activity and outcomes• Involve technical and social and behavioral skills• Developed through experience, context, education• Wicked in nature (not easy to automate)• Assessed through actual performance
Hundreds of skills taxonomies Unique and often custom to your company
Video learning, online, testing Broad learning context, experiences, mentoring
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What Is An Academy?
1. An Academy is a place of study in a special field, “a police academy.”
2. A society or institution of distinguished scholars, artists, or scientists, that aims to promote and maintain standards in its particular field.
1. An Academy is a place you go to study, learn, and advance your professional capabilities.
2. An Academy is a place you go to update your skills and knowledge in your field on a continuous basis.
3. An Academy is a place you go to transform your career, change jobs, learn to get promoted.
4. An Academy is a place experts go to teach, share, collaborate and advance the state of the profession.
5. An Academy is a place the profession relies on to build and maintain standards, thought leadership, and new directions of the field.
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Micro-Learning
Videos, blogs, articles, micro-learning programs,
on-demand,in the flow of work
Macro-Learning
MOOCs, courseware, courses, simulations,
assessments and may include VR and AR
Group LearningUniversity
Events, innovation sessions, leadership
programs
On the JobLearning
Coaching, developmental assignments,
mentorship, exposure
Only 31% of companies offer continuous learning opportunities,
only 14% feel effective in this area, yet 79% of L&D
professionals investing in this model
42% of companies believe they effectively help people perform in future role, 29% in future role, yet
focus here is high and growing
Only 38% of companies offer development activities outside of formal training, continuous focus
needed
83% of companies have a corporate university and 32% say
its usage is increasing
Source: Bersin by Deloitte High-Impact Learning Organization 2017, n=1200
ATD “Microlearning: Delivering Bite-Sized Knowledge,” n=596
Academies Integrate Four Forms of Learning
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Traditional Training
L&D or HR-ledFormal programs
LMS catalogCertificationRole-based
Self-DirectedLearning
LXP Interface and discovery
Recommended contentAnyone can author
Open access
Volume high, quality mixed“System-curated”Individual-focused
CapabilityAcademies
Organized by functionalArea and strategic need
Led by SMEsand business leaders
External content and instructors
Mentoring and coachingBy design
Assessment and capability models
Talent mobility andproject assignments
Sponsored by business, Constantly adapting
Digital
Data science
Cyber Security
Cloud engineering
Sales
Global marketing
Product management
Organ research
Logistics and supply
Customer service
Patient care
HR
The Corporate Capability AcademyCorporate Capability Academies are The next wave after self-directed learning.
They are way to strategically align learning in the flow of work.
“not digital, costly to scale”
“too much content, not enoughcontext”
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Great Corporate University Strong CLO Excellent
L&D SkillsStrong Talent
Process
Excellent Training Technology
Great L&D Measures &
Effectiveness
Have we created an organization which truly has a culture to learn?
Does Leadership reinforce the need
to Learn?
Can we get time from experts and
leaders?
Do people shareinformation
openly?
Do people feelempowered to
point out errors?
Do we listento customers
openly?
Do we takethe time to
reflect?
Do peoplemove around
and take risks?
Are experts rewarded and
valued?
We must not forget the critical roll of culture
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Building The Agile L&D Organization