Towards Maturity’s 7 secrets of top performing L&D teams

How to become a Top Learning

Company

7 secrets of success

Laura Overton

Laura@towardsmaturity org

lauraoverton

First delivered 3rd October 2013 in conjunction withImages thanks to freedigitalphoto.net

www.towardsmaturity.orgwww.towardsmaturity.org

However you look at it today’s Learning Departments are under

PRESSURE


PRESSURE

The way we respond to

Is the Key to our Success


When you think about a successful L&D function in today’s working climate, what comes to mind?


2003/42008

2006

20112010

2012 2013

Definition of Success:

• Business Impact– Bottom line results

• Staff Impact– Engagement– Motivation– Productivity

• Learning Efficiency– Quality– Speed– Delivering more for less


Benchmark Research 2900 organisations 4,500+ learners

2003/42008

2006

20112010

2012

Why are some more successful than others?

2013


7 SECRETS OF SUCCESSWalking the walk (not just talking the talk)


Benchmarking good practice

TM Index

Moreproductivity

agilityperformance

9www.towardsmaturity.org improving the impact of learning technologies at workwww.towardsmaturity.org improving the impact of learning technologies at work 9www.towardsmaturity.orgwww.towardsmaturity.org 9

1 Align to business priorities

• 3.5 x more likely to agree that they analyse the business problem before recommending a solution

• 7x more likely to agree learning strategy allows for changing business priorities

Only 1/3 of organisations work with senior managers to identify business metrics to improve with learning


2 Consider Context of busy staff

• 6.5 x more likely to be aware of how staff use social media• 21 x more likely to agree learning supports talent and

recruitment


Embracing technology

As businesses and individuals embrace technology , so are successful learning teams:

But embracing technology isn’t a secret of success!


3 Confident capable L&D teams– Confident- 6 x as likely to

agree L&D are confident incorporating new media

– Skilled = 17x to agree L&D staff have the right skills to design solutions that exploit learning technologies to business advantage

– Open minded – 80% top companies agree L&D staff consider the ‘course’ as only one of many options for building skills and performance compared to 23% bottom quartile

Characteristics of top performing

L&D teams:


4 Think differently about formal learning

46x more likely to train trainers to use technology to

extend learning beyond the class


Think differently about performance support

• Enhance performance at the point of need:

–6 ½ x more likely to offer staff access to job aids online or via mobile

–15 x more likely to use defined performance support practices to support learning transfer after formal training


5 Don’t take change for grantedAll stakeholders

are important• Business

leaders• Learners• Finance/HR/IT But

managers hold the key to

success


60% of top learning companies provide line

managers with resources to help their teams make the most of online learning

Compared to 1% of bottom quartile companies


6 Demonstrate value

• 7x more likely to report against targets agreed for learning

• 10 x more likely to communicate successes

Only 1/3 of organisations work with senior managers to identify business metrics to improve with learning

- But less than half go back to see how learning has improved


7 Communicate constantly

Top learning companies are

5 x as likely to have a communications plan in place for all stakeholders


A checklist for success

Align to business priorities Consider Context

Build capable confident L&D teams

Be open to think differently about learningDon’t take change for

granted Demonstrate value

Communicate constantly


Top learning companies – the secrets of success

www.towardsmaturity.org/2013benchmark

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