Slides from Brightwave's Ignite session at Learning Technologies 2013 - 'Making Learning Alive at Work'.
Session Chaired by Brightwave's Charles Gould and featuring leading experts in workplace learning from M&S, TUI, 20-first and Towards Maturity.
7. Introducing our panellists
• Jasmine Rose - Learning & Development Manager
Marks & Spencer
• Jennifer Flock - Chief Operating Officer
20-First
• Henrietta Palmer - e-Learning Manager
TUI UK Ltd
• Dr Genny Dixon - Head of Research
Towards Maturity
8. Making Learning @ Work
Jasmine Rose
Learning and Development Manager
Marks and Spencer
71. Exploring the gap
What we want vs. what we get
Towards Maturity Benchmark 2012-13
gennydixon
72. Towards Maturity
Benchmarking good practice since 2003
Benchmark Research
2200 organisations 3000 learners
Why are some organisations more successful than others?
72
74. We want so much more...
• Share good practice
• Respond faster Increased a lot!
• Improve talent
• Increase productivity
• Improve quality
Increased • Comply with new regulations
• Greater value for money
74
76. What difference does maturity make?
Defining
Need
Building
Capability
Learner Demonstrating
Context Value
Ensuring
Engagement
Work
Context
TM Index
30%
77.
78. 4 out of 5 learners
are happy to share
95% want to increase sharing good practice
Image courtesy of pakorn via freedigitalphoto
79. Sharing good practice
Under half
Use social media or allow full access
to the internet
95% 20x more 25%
25%
likely to actively
encourage
collaboration
79
80. Organisation
strategic vision
Organisation goals
Business unit goals
Team goals
Individual goals
81. Improving talent and performance
management
1 in 5
Support on-boarding and recruitment
27x more likely
20%
91% to encourage staff to
develop their own
20%
personal learning
strategies
81
82. Tools of the trade
Rapid application development Podcasting
Mobile E-portfolios
3rd Party social media Virtual worlds
SharePoint Serious games
Virtual meetings Virtual classrooms
Off-the-shelf e-learning In house social media
82
83. What
(or should we ask WHO)
are the top barriers
inhibiting development
of the learning culture?
Image courtesy of pakorn via freedigitalphoto
2012
6 out of 10 report Learner skills to manage own learning
84. It’s time we understood
our learners better
39% 19% 23%
28%
85. Benchmarking
• Review and measure own practice
• Compare with top learning companies
• Act and implement improved practices
86.
87. Line managers encourage and make time
1 for their staff to study on the job
10
REVIEW
Let’s benchmark
88. Line managers encourage and make time
1 for their staff to study on the job
10
Scoring 7 or more:
• Average: 1 out of 5
• Top learning companies : 1 out of 2
COMPARE
Let’s benchmark
89. TM Index www.towardsmaturity.org/mybenchmark
“Time invested in benchmarking is
never wasted – it helps us
build performance and
future-proof our L&D strategy.”
Rachel Sparrow, EDF Energy
90. “Learning should be integrated into the doing,
as part and parcel of everyday work. It should
also be energising, stimulating and fun.
Getting the best out of everybody, including
yourself to meet the challenges ahead.”
David Skyrme, October 1995.
ACT!
Connect with us!
genny@towardsmaturity.org
laura@towardsmaturity.org
LT Stand 99
www.towardsmaturity.org
2012-13 Benchmark Report
www.towardsmaturity.org/2012benchmark
94. Come and
see us on
stand 146
www.brightwave.co.uk / @brighttweet
Notes de l'éditeur
The new generation joining the workforce are always online.They think nothing of googling something over breakfast, tweeting something over lunch or checking out the latest on flipboard on the train home.
Learning for work has gradually been moving from a monolithic event – like a residential training course - to something that’s woven into every hour of our waking livesWhat the next generation of learners expect:
But while expectations and all the trends point to a convergence between work and learning, our organisations are slow to react.This means that the gap between learner expectations and reality is growing.
[Note to graphics – can this be a photographic, perhaps abstract/blurred image that implies creativity / stimulating thinking]Opportunity for Charles to introduce Ignite format.
The Positioning The structure
The Quote from ‘Michael Marks’ – He understood the philosophy behind ‘enlightened self interest’. From the days of the Penny Bazaar trading in markets, he did his best to keep staff comfortable and happy The market stall established on 28th of September 1894By 1900, Marks & Spencer had expanded to include 36 Penny Bazaars and 12 High Street shopsQuality value service innovation and trust
The Quote from ‘Michael Marks’ – He understood the philosophy behind ‘enlightened self interest’. From the days of the Penny Bazaar trading in markets, he did his best to keep staff comfortable and happy The market stall established on 28th of September 1894By 1900, Marks & Spencer had expanded to include 36 Penny Bazaars and 12 High Street shopsQuality value service innovation and trustLingerie – 1st Bra 1926
People that make business successful – and provide the human face to the goods you are selling Demographics Pre and post war Evolution Women – sterotypes Part time hours
1934 – ‘Training for the job is an essential part of any welfare scheme’ Traditional Workshop the only answer Class room basedOn the job Workbooks
1909 the first staff training was introduced when Miss Gibbs was given the title of ‘travelling manageress’, a role that gave her responsibility for the training of a number of assistants so that they could be installed as manageress vacanciesCentrally designed and administeredNo dialogue Command Pushed through the hierarchy
Multichannel retailer The complexity of the trading environmentDiverse portfolio of trading formats
Diversified work forcethe M&S employee of todayOut of approx 70,000 employees... 88% are customer assistant, 12% are management (there might be more management as this is just retail figures, so you could say 80% and 20%)Average age of customer assistant is 43 yearsGender split: customer assistants: 20% male, 80% femalemanagers 40% male, 60% female. Baby Bloomers Generation X and Y
Diversified work forceWho is the M&S employee of todayBaby Bloomers Generation X and Y
Moving from CD rom We aim to be the most sustainable store chain in the worldE – learning Any time any where – accessibility from Home Creative Vs functional – Budget/ Cost/ time to designSecurity and fire wallsLimits and restrictions15 minutes of learning – what have you learnttoday?Whys have you learnt it - Reflective practice
Individual owning and driving their own learning, supported by their line manager Learner Led Technological advances
Imagine a purchasing in an environment where their is no need to visit a store – The Internet Shops with no till – Sales assistants carrying pod devises to capture your purchases when necessary Imaging personalised digital signage – Morning Jasmine can I direct you to ladies Foot wear – latest shoes with the removable heal Foods – Theatre/ Drama – you purchase the chef makes ...Vs chef makes and you purchase
Diversified work forceWho is the M&S employee of todayDigital Literate – One step ahead Dont meet their learning needs they will switchThe composition of the manager has changed – 1 in 3 people are professionals or managers compared with 1 in 7 in 1911 a hundred years agoAdvances in Health Care – 1911/ 15 63% of people died before the age of 60 now 12%Engaged employees in the UK take an average of 2.69 sick days per year; the disengaged take 6.19. Gallup reports that sickness absences cost the UK economy £13.4bn a year (Gallup 2006).If organisations increased investment in a range of good workplace practices which relate to engagement by just 10%, they would increase profits by £1,500 per employee per year (comparing disengaged organisations) (David MacLeod 2008/2009).59% of engaged employees say that their job brings out their most creative ideas against only 3% of disengaged employees (Chartered Management Institute /2007
People – Network
Blurred lines between – Learning for employees and information for customers iPads and tablets – opportunity as selling, learning deviseNetwork Learning My social network is my learning network Heroes – Regions – Departments Yammer twitter – Suri
Intuitive solutions – becomes the normCommunication – forumsHarder to track – how do you know knowledge is retained Being able to offer developmental opportunities V’s Higher education as an option
9 out of businesses want to integrate learning and work – for 4 of them, this is actually something that is critical to themIn this short presentation I want to explore some of the ways in which learning technologies can help organisations to bridge the gap between learning and work
Towards Maturity is a…Benchmarking practice, researching the factors that lead to successful use of technology in workplace learning.Over 10 years we’ve found that those who are most e-mature are getting the best results – generating a culture of learning and sharing and delivering bottom line business benefits.This session draws on the 2011-12 benchmark research www.towardsmaturity.org/2012benchmark
Historically we’ve studied what successful organisations are doing & how we can learn from them.500 L&D professionals took part in our 6th study ‘Bridging the Gap’ last summerSo we now know more about how to drive the transformation of learning and encourage effective practice than ever before.
Everyone wants technology to deliver for them. All the drivers for investment increased from last year in absolute percentage terms, although the main shift is on delivering ‘Value for money’ rather than on reducing costs or time away from the job.
Learning technologies are working. They are adding value and helping to improve efficiency, with amazing impact on key performance indicators. How much improvement? The answer is Twenty-two – the one figure to remember from this session.And top learning companies are doing even better.
You’ll all get a copy of our infographic to see this one better, but essentially, the Purple bars show what we hope to achieve, and the blue bars what we are actually managing on average. Contrast the blues with the green bars which show that our top learning companies are realising twice the benefits – although still have a long way to go. Let’s look at 2 areas in more detail.
95% want to share good practice – but only 25% report this is happening.Perhaps making the most of the technologies themselves might help – but under half are using third party social mediaOr perhaps its getting the culture right -our top learning companies are 20x more likely to encourage collaboration
91% are wanting to improve talent and performance management, but less than half report that their staff understand how their work is linked to the organisation’s performance and only 1 in 5 integrate technology into their appraisal process
Why is it that only 1 in 5 are actually seeing an improvement in talent and performance management as a result of learning technologies? Are we using the right tools to support on-boarding and recruitment? Do we encourage learners to develop their own personal learning strategies?
Technologies can act as both an enabler and an inhibitor.We are opening up choices for the individual – providing LMS packed full of any time any where learning but instead of empowering learners we are overwhelming them.
Too many of our L&D staff are still out of their comfort zone and out of their depth when it comes to technologies. They also perceive that their learners have the same problems that they do! Indeed, trusting them to manage their own learning is not high on the L&D agenda:
Only 39% discuss the aims with learners before they start learningOnly 28% allow their learners to self-select their learning19% promote a culture of self-reliance not dependency19% know how their learners are using social media outside of L&D to share ideasAnd that question we considered earlier? Only 23% of managers encourage and make time for staff to study on-the-job
So what are top learning companies doing differently to get such results?If you managed a call centre and you wanted to be the very best, it wouldn’t be unusual for you to regularly compare your customer satisfaction scores or sales against your peers.Why should L&D be any different?If you are in the top 10% already then you want to keep & celebrate that position, if not you want to learn how to get there!
We benchmark informally all the time as L&D professionals, going to conferences, attending webinars, reading journals, there are lots of ways to find out what other people are doing and learn from them. But other parts of the business are more systematic in their approach to benchmarking
Consider this statement. On a scale of 1 to 10, take just 5 seconds to think about the extent to which you agree for your company.Now we’ll see the Mexican wave effect – and you’ve got to be quick and ready for this. When I call your number, put your hand up
1 2 3 4 5 6, 7 or moreSo look around. Don’t you want to know what these guys are doing differently?
Our Towards Maturity Index is derived from over 100 such performance statementsEven if you missed the 2012 study, you can still take part via our free online benchmark centre:You will gain ideas to improve performance supported by practical resources and case studies
Despite the pace of technological change, the issues are still the same as they were nearly 20 years ago. What can we do differently to help develop our learning culture? Help us build objective evidence to help you improve practice.The barriers holding us back from achieving success with learning technologies in 2011 are within our power to change!Thank you
[Note to graphics – another abstract photographic image for background here would be great]