HR Roundtable: Data and Evidence · Why does evidence matter? Thinking about evidence-based practice ‘The conscientious, explicit and judicious use of the best available evidence

WIG ‘People’ Series

HR Roundtable: Data and EvidenceWednesday 20 November 2019

For other WIG events & opportunities visit www.wig.co.uk

Join the conversation @WIGuk | #WIGevents

Why Evidence

Based L&D Matters

Jane Daly,

Chief Insight Officer

All contents ©2019 Towards Maturity. Not to be distributed or copied

About us…


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Leaders in evidence-based L&DWe help people make more informed investments in learning, that sustain impact

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Unique 360° perspective



Why does evidence matter?Thinking about evidence-based practice

‘The conscientious, explicit and judicious use of the best available evidence from multiple sources to increase the likelihood of a favourable outcome’

Rob Briner

www.cebma.org


Why does evidence matter?Thinking about evidence-based practice

‘Without data, you’re just another person with an opinion’

W. Edwards DemingPatron of the quality movement


Transformational: Aligned, led by people

Powered by evidence-led decisions

Leadership/Guidance

Future e.g. Critical Capability

Experience (Self-determined)

Learning/Performance Impact

Deep & Sustainable Impact

Adaptive/Agile

Learning Ecosystem (In & Out)

Nudge led to reflect, apply, iterate

Transactional: Mis-aligned, People disengaged

Powered by opinion

Management

Today e.g. Skill/ Competence/

Content/ Resources/ Courses

Training (TNA)

Surface Impact

70:20:10

Training Interventions

Forgetting curve led

High Performing Learning Culture –Typical focus and impact

Confidential

Performance Impact

Growth

Profitability

Transformation

Productivity

19% improvement in

customer satisfaction

20% improvement in

productivity

7% Increase in revenue

34% faster rollout of change

Confidential


Why does evidence matter?The journey is worth it

26%

13% 11% 8% 8%

42%

29%23%

15% 13%

62%

45%38%

33%28%

75%

63%

52%60%

48%

Efficiency Process Performance Agility Culture

Stage 1 Stage 2 Stage 3 Stage 4


Why does evidence matter?However, the journey today is frustrating



Why does evidence matter?Benchmark: the power of persistence

How Top Performing

Learning Cultures are

driving more impact


Differences at each stage Stage

1.

2.

3.

4.

Only 1% are proactive in understanding how their consumer-

learners currently learn what they need for their job

Only 16% routinely collect data on the extent to which learning

points have been understood

Only 22% use learning analytics to improve

the service they deliver

100% identify the minimum

information that individuals need

to take action on desired

outcomes

www.towardsmaturity.org/TJ2019All contents ©2019 Towards Maturity. Not to be distributed or copied

High Performing Learning CulturesTop organisations use data to effectively nudge learners; subtly encouraging self-determined

learning

33% 85%

45% 88%

49% 97%

25% 64%

%26% 79%

53% 82%Organisations allow individuals to access learning provisions at any

time

Organisations allow individuals to access learning at places

convenient to them

Organisations allow individuals to access online learning that is

directly relevant to their job

Organisations provide activities that help individuals practice desired

outcomes

Organisations provide micro-learning where appropriate

Organisations ensure people have easy access to job aids

Average organisations Organisations with HPLCs


Data, data, dataUsing data to understand the consumer-

learner, places L&D in a better position to

encourage self-determined learning. But only…

24%of companies are proactive in understanding

how their people currently learn what they need

for their job


Our challenge to you…

Staying up-to-date Check our website for the latest

insights, reports and case studies

www.towardsmaturity.org

Learning Health Check

Take your review:

www.towardsmaturity.org/healthcheck


Using data to transform learning

Peter Yarrow, Global Head of Learning

November 2019

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I am not an expert in data analytics!

A confession …

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Reporting what happened …

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Learner Intelligence survey carried out in Q1 2019, the purpose being to

gather our colleagues’ perspectives on learning, focused on:

Why?

What?

When?

How?

Barriers and support?

Informing the future of learning …

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Mobile Learning

80% of Learners use personal smartphone or tablet devices to

access knowledge and information to help them do their job better -

but 44% say they lack the time for self-study

What we’re doing to address this now:

Bite-sized, digital tools that are mobile ready

Curated content

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Willingness to Collaborate

92% learners are willing to share and collaborate with team

members, yet 25% say they don’t have the time & 21% don’t feel

comfortable to share via technology

What we’re doing to address this:

Self-curated playlists

Mentor matching tool

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Manager v learner perceptions

38% of learners have a clear growth and development plan agreed

with their people manager, in comparison managers self-report that

79% of them are discussing learning and development performance

needs

What we’re doing to address this:

Launch of the Learning Academy

Support for managers via People Management Academy

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Predicting the future …

Where next?

WIG ‘People’ Series

HR Roundtable: Data and EvidenceWednesday 20 November 2019

For other WIG events & opportunities visit www.wig.co.uk

Join the conversation @WIGuk | #WIGevents

www.wig.co.uk

Upcoming events

Friday 29 November

Diversity & Inclusion Conference 2019: a cross-sector perspective

Tuesday 10 December

Mike Coupe, Group Chief Executive Officer, Sainsbury's

Thursday 20 February

Empowering inclusive leadership through reverse mentoring: sharing best

practicewith speakers from Fujitsu UK&I and Westminster City Council

WIG Leadership Programmes

Speak to one of the team for more details

Documents

HR Roundtable: Data and Evidence · Why does evidence matter? Thinking about evidence-based practice ‘The conscientious, explicit and judicious use of the best available evidence