Date post: | 13-Apr-2017 |
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The Business Impact of Learning & Development
Heidi Hattendorf Motorola Solutions Director, Business Strategy & Operations
Key Topics • Common approach - value creation• Setting expectations – how has that changed • Best practices used to quantifiably assess talent to
drive business decisions• Demonstrating clear business impact
How is Learning Organized Today?• CLO Model – all under one roof • Federated model – decentralized (could be by
function or by business) • HR hosts Learning w/ alliances to businesses;
Customer / External Learning with the Business• Hybrid & other – different flavors in between
Learning Model Linked to Business Priorities • Transformation – skill set change across the org = need for scale
• Speed – need to change quickly and up skill – eg technology or new regulations
• Growth – new markets or core competencies; new talent/onboarding
• Cost savings / efficiencies – new methodologies
• Turnaround – specific initiatives for business improvement
• Move from Classroom to blended • Structured to combination formal/informal • Timed vs on-demand • Customized/developed in house to include off the shelf
& Employee Generated/recorded• Days to Bite sized, modular, short• ‘Sage on Stage’ to Peer to Peer/ Cohort • Push of content vs platform/pull
Driving Expectations Call out the change in how we learn
• Not all Learning happens through the Learning team• What needs to be consistent, centralized and vetted
– Tools, LMS, Portals – Transformational topics – business game changers – Company specific knowledge or mandatory
• Where can we empower the business?– Employee Generated content – video – SME driven– Functional specific
Driving Expectations Form a Partnership with the Business
• 1:1 Dialogues • Talent Reviews • 360 Feedback • HiPo programs• Open discussions, coffee talks/let’s chat • Mentoring
Assessing Talent Qualitative
Assessing Talent Quantitative • Performance Ratings
– Friend or Foe– Differentiation of pay – The collaborative work environment
• Engagement measures • Retention • L&D Programs / Stats – consistency, scale • Maturity assessments • Business results
• What are we measuring – how are we defining success?
• How have the stakeholders changed? • Roles of the LMS / Systems /Processes – not
letting the tail wag the dog • Shared success across the business• Updating the expectations of employees, HR
Business partners and business leaders • How we Learn & Develop today
Clear Business Impact for L&DDemonstrating the impact
Summary from 2016 DeloitteHuman Capital Trends Report TODAY / TRANSITIONAL EVOLVING TO
Learning corporate program based w/ L&D Content and L&D experts
Learning is an experience sourced from internal business, L&D and external experts
Catalog of courses; Learning Management System (LMS) centric
Portals, websites serving up access to videos, content, articles; Search & Curation
Experts push training Employees pull Learning
Lecture based, top down; learn specific skills
Experiential, workshop based, interactive and working on real business problems
Detailed competency models Frameworks outlining broad capabilities
L&D plays a lead role in what a person learns and focuses on; traditional 70-20-10 model
L&D is more of a supporting and enabling role with greater focus on blend of internal, external and self-directed
Mirrored a world of top-down, hierarchy and single information sources
Adapts to a world of continuous learning, collaborative teams, social communications
Excerpts from 2016 Human Capital Trends Report; Bersin, Deloitte
Business Impact Mindset Shift Traditional Measurements in L&D - examples
• Detailed level 1 surveys about a course
• Consumption – which classes are being taken, participation to prove value
• Detailed Learning plans by Department
• Spend on Learning in the LMS and internally driven content
Modified Measurements - but opportunity for ‘bigger business case’
• Shorter level 1 – ‘rate your ride/Uber’ or ‘would you recommend’
• Consumption as a driver for cancellation and move towards online
• Learning plans for silos shift towards Learning Paths, curated streams
• Spend and Business Case on Learning includes all Learning related with an overview and recommendations by L&D as a work partner
The Bigger Business Case • Continue to measure modified approach
– Short, edgy questions & adapt based on feedback – Focus on Learning paths: tie teams together and cross-train
• Think out of the L&D Swim Lane – Be in the Business – What are the top priorities for the business – recommend L&D role to achieve – What capabilities does this team need to get to be competitive over the next 3
years (eg. Data science or groups like HiPos) – Revisit need of Learning solution vs communication, management responsibility
• Rebrand as the Talent Development business partner– Use the language of the business (growth, results vs LMS, courses) – Let go of trying to control all things Learning; add value to the business – Embrace continuous learning and unleash