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The Digital CLO Playbook

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THE DIGITAL CLO January 2017 TODD TAUBER | Degreed @toddtauber @degreed TIM QUINLAN | Intel Corporation Director of Learning Digital Platform @Intel
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Page 1: The Digital CLO Playbook

THE DIGITAL CLOJanuary 2017

TODD TAUBER | Degreed@toddtauber

@degreed

TIM QUINLAN | Intel CorporationDirector of Learning Digital Platform

@Intel

Page 2: The Digital CLO Playbook

Degreed is a career-long learning platform that helps organizations and people target learning at their skills gaps — however and wherever they build their expertise.

INTERNAL LEARNING & TALENT SYSTEMS+

EXTERNAL TRAINING CONTENT+

INFORMAL LEARNING ECOSYSTEM

ABOUTDEGREED

LMS Instructor-led

classes

Videos

Webinars

CustomPortals

OnlineCourses

MOOCs

BooksArticles

Live Events

Page 3: The Digital CLO Playbook

HELLO.LET’S TALK ABOUT…

Re-booting the <digital> learning system

Re-focusing L&D strategy to compete, not just to comply

Re-designing L&D operations to innovate, not just to scale

Re-wiring L&D technology for flexibility, not just efficiency

Q&A

1234

Page 4: The Digital CLO Playbook

1RE-BOOTING THE <DIGITAL> L&D SYSTEM

Page 5: The Digital CLO Playbook

AUDIENCE POLL:QUESTION #1WHAT IS THE PRIMARY BUSINESS PURPOSE FOR INVESTING IN LEARNING AND DEVELOPMENT IN YOUR ORGANIZATION? (CHECK ONLY ONE)

1. Employee engagement2. Customer satisfaction3. Revenue growth4. Cost efficiency / profits5. Something else (use the chat box)

Page 6: The Digital CLO Playbook

MOST CLOS INVEST IN DIGITAL LEARNINGFOR EFFICIENCY, NOT FOR AGILITY

Source: IMD / KPMG, Corporate Digital Learning: How to Get It “Right”, 9/2015

32%

23%16%

12%7% 5%

WHY DO CHIEF LEARNING OFFICERS USE DIGITAL?

Meet theneeds ofGen.XYZQuality

ConvenienceConsistency

Cost

Reach

Page 7: The Digital CLO Playbook

IT TAKES A DIFFERENT KIND OF CLOTO MEET THE MODERN LEARNER

Source: ATD, Bridging the Skills Gap: Workforce Development is Everyone’s Business, 10/2015

56%of current workforce skill sets do not match changes in company strategy, goals, markets, or business models

Page 8: The Digital CLO Playbook

INTEL CORPORATION CEO,BRIAN KRZANICH

As long as you're learning and growing, you can build a great career here…

Source: The Oregonian, Intel CEO: Rebuilding trust is top priority after wrenching job cuts, 6/2016

Page 9: The Digital CLO Playbook

INTEL ISRE-BOOTING ITS APPROACH TO L&D

Intel is transforming itself <rapidly> from a PC-dependent company to one that powers billions of smart, connected devices.How does that change the way you and your team approach the challenge of building the capabilities Intel needs for the future?

Page 10: The Digital CLO Playbook

2RE-FOCUSING L&D STRATEGY TO COMPETE

Page 11: The Digital CLO Playbook

AUDIENCE POLL:QUESTION #2WHO INFLUENCES HOW MOST OF THE LEARNING & DEVELOPMENT HAPPENS IN YOUR ORGANIZATION? (CHECK ONLY ONE)

1. L&D leaders2. Business leaders3. Line managers4. Workers5. Someone else (use the chat box)

Page 12: The Digital CLO Playbook

LEARNING & DEVELOPMENT ISSOMEONE’S JOB AND EVERYONE’S

Source: Degreed, How the Workforce Learns in 2016, 1/2016

L&D or HR departmentEmployer's LMS

Browse specific resourcesSearch the Internet

External networkPeers at work

Boss or mentor

21%28%

43%47%

23%55%

69%

WORKERS GET GUIDANCE FROM PEOPLE, TECHNOLOGY AND L&D

Page 13: The Digital CLO Playbook

DIGITAL CLOS MANAGE LESS LEARNINGAND EMPOWER MORE

Source: Bersin by Deloitte, 2015 Corporate Learning Factbook, 6/2015

<20%>

+29% +13% +90%Less trainingvia ILT, vILT

ore-learning

More learningvia on-the-job experiences

More learningvia

collaborating and coaching

More learningvia on-

demand resources

Higher-impact L&D organizations deliver...

Page 14: The Digital CLO Playbook

INTEL DIRECTOR OF LEARNINGDIGITAL PLATFORM, TIM QUINLAN

I want something that will seriously complement, or compete with, a Google search because that's the learning experience…

Source: Degreed, LENS SF: The Digital CLO Conference, 11/2016

Page 15: The Digital CLO Playbook

INTEL ISRE-FOCUSINGL&D ON ITS WORKERS

It’s essential to align L&D with business goals. So most CLOs focus mainly on what business executives want.But you’re focusing on Intel’s workers first. How do you connect that to what customers demand and investors expect?

Page 16: The Digital CLO Playbook

3RE-DESIGNING L&D OPERATIONS TO INNOVATE

Page 17: The Digital CLO Playbook

AUDIENCE POLL:QUESTION #4WHICH ROLES IN YOUR L&D ORGANIZATION DO YOU THINK WILL CHANGE OR EVOLVE MOST OVER THE NEXT FEW YEARS? (CHECK ALL THAT APPLY)

1. CLOs2. Learning consultants / program managers3. Designers / developers4. Trainers / facilitators5. Technology / LMS managers

Page 18: The Digital CLO Playbook

JOBS IN L&D ARE CHANGING JUST AS FAST AS JOBS IN THE REST OF THE WORKFORCELEADING Managing

programsEnabling transformation

DESIGNING Creatingcontent

Curatingexperiences

FACILITATING Trainingclasses

Mobilizingcommunities

CONNECTING AdministeringLMSs

Architecting and integrating systems

AND

AND

AND

AND

Source: Degreed, LENS SF: The Digital CLO Conference, 11/2016

Page 19: The Digital CLO Playbook

DIGITAL CLOS ARE DOING THINGS DIFFERENTLY …AND DOING SOME DIFFERENT THINGS

Source: Degreed, Webinar polls (n=265), 1/2016

Content, tools and technology don’t transform L&D – people do

36%are re-organizing

their L&D function

30%are re-skillingtheir L&D staff

19%are recruitingnew L&D roles

Page 20: The Digital CLO Playbook

I've even identified the roles on our team, the titles of our team – things like experience manager and experience architect…

“INTEL DIRECTOR OF LEARNING

DIGITAL PLATFORM, TIM QUINLANSource: Degreed, LENS SF: The Digital CLO Conference, 11/2016

Page 21: The Digital CLO Playbook

INTEL ISRE-DESIGNINGITS L&D ROLES AND SKILL SET

Making new approaches to L&D (and new learning technologies) work requires new kinds of L&D professionals.So how are you and your team re-organizing, re-skilling and recruiting to build the capabilities Intel needs to succeed?

Page 22: The Digital CLO Playbook

4RE-WIRINGL&D TECHNOLOGY FOR FLEXIBILITY

Page 23: The Digital CLO Playbook

AUDIENCE POLL:QUESTION #4HOW MANY DIFFERENT RESOURCES DO YOU THINK A TYPICAL WORKER IN YOUR ORGANIZATION USED FOR THEIR PROFESSIONAL DEVELOPMENT LAST YEAR? (CHECK ONE)1. 02. 1 to 53. 6 to 104. 11 to 205. 20+

Page 24: The Digital CLO Playbook

TODAY’S WORKFORCE DEMANDSFRICTION-FREE L&D

Source: Degreed, How the Workforce Learns in 2016, 1/2016

Worker

Expertise

Not enoughtime for L&D

offerings

Not enoughguidance or

direction

Not enoughrecognitionor reward

-47 NPS -62 NPS -71 NPS

OBSTACLE #1 OBSTACLE #2 OBSTACLE #3

Page 25: The Digital CLO Playbook

DIGITAL CLOS ARE INTEGRATING EVERYTHING PEOPLE NEED TO LEARN, WHEREVER IT’S FROM

FirewallLMS

Document Management

& Collaboration

EnterpriseSocial

Network

VideoTrainingSystem

SkillsoftHarvard Manage Mentor

Cross Knowledg

e

getAbstract Safari Open

Sesame

Udemy Pluralsight

…and more

User Generated

ContentYouTube TED

Microsoft Virtual

Academy

Coursera edX Udacity NovoEd

IDEO U General Assembly

The Economist

The Wall

Street Journal

Pocket Feedly Stack Overflow

...and more (much more)

L&D/HR SYSTEMS PAID CONTENT OPEN RESOURCES

Source: Degreed, Democratizing Learning and Development, 12/2016

+ +

Page 26: The Digital CLO Playbook

INTEL DIRECTOR OF LEARNINGDIGITAL PLATFORM, TIM QUINLAN

I want to stitch together the best capabilities in learning, and to create the best learning experience possible for Intel employees.

Source: Degreed, LENS SF: The Digital CLO Conference, 11/2016

Page 27: The Digital CLO Playbook

INTEL IS INVESTING DIFFERENTLY IN L&D

Most CLOs want to simplify the employee learning experience. The conventional choice is one integrated system.So why are you and your team re-building Intel’s learning experience by integrating an ecosystem of separate solutions?

Page 28: The Digital CLO Playbook

QUESTIONS?FOR DEGREEDget.degreed.com@degreed

FOR [email protected]@toddtauber

FOR [email protected]


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