Driving Performance in a Knowledge Economy - The Secret Sauce for People Professionals
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In the new world of business, continual learning is essential for organisational and individual success. HR and L&D have a critical role to play. But are we ready? This session presented by Laura Overton at Learn@Work 2015 in Sydney, explored insights gained from top performing HR and L&D teams around the world to challenge and redefine the future role of people professionals and how we can step up to the opportunities ahead. View these slides to see how fresh evidence from the world's largest benchmark programme can help: - Challenge long-held assumptions about learning and work - Establish a new reputation for building business value - Break down the silos between business, HR and learning - Rule technology rather than have technology rule you - Equip your people professionals as agents of change Go to http://towardsmaturity.org/2015benchark for the latest figures and download Towards Maturity's Industry Benchmark Report for 2015 (available Nov 5th).
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Driving Performance in a Knowledge Economy - The Secret Sauce for People Professionals
- 1. @LauraOverton 27th October 2015 Driving Performance in a Knowledge Economy The Secret Sauce for People Professionals @lauraoverton
- 2. 2003 ‘In today’s economic climate business challenges include speed of change, quality, customer retention, revenue growth and cost reduction’
- 4. Who is reporting the best performance? What are they doing differently? T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS Faster response to changing business conditions Increased productivity on the job TOP DECK Average 2014
- 5. Top Performing people teams are Embracing change
- 6. Keeping up with staff Staying focussed Getting the house in order Driving Performance in the Knowledge economy
- 7. Keeping up with staff Staying focussed Getting the house in order Driving Performance in the Knowledge economy
- 8. Top Deck teams are 3x as likely to be proactive in understanding what staff need to do their job CONSUMER-DRIVEN
- 9. LauraOverton TowardsMaturity © Towards Maturity 2015, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2 How do knowledge workers learn what they need to do their job? 91% team collaboration 81% manager support 73% web search 83% conversations / meetings 67% support from mentor / coach / buddy 64% formal education course 55% internal company documents 52% internal networks / communities 50% mobile 47% live online learning / self-paced e-learning 42% evenings and weekends 42% at point of need 29% travelling to/from work
- 10. 64% UNDER 30’S ARE LOOKING FOR PROFESSIONAL RECOGNITION FROM LEARNING Few Generational Differences 42%58% Motivated by technology that helps me share 70%84% Willing to share what I know with my peers Willingness to collaborate 29%16% Poor use of technology 29%45% Cant find what I need Barriers to Learning 35% On the way to/from work 62% 50% 37% Evenings & weekends When are staff learning? 61% 27% Just for me; I like to learn 64% 22% To obtain certification 26% 42% To increase productivity 15% 3% To compete with colleagues Motivation for learning 21-30 Over 50 © Towards Maturity 2015, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2 1/3are not willing to use their own mobiles for learning as they want to keep work and personal life separate (regardless of age)
- 12. But are we tuned in? 56% of leaders agree they learn travelling to and from work 27% of L&D agree that technology is used to support the way that they develop leaders 96% of new starters agree that team collaboration is essential for them to learn what they need 20% of L&D agree that staff know how to productively connect and share knowledge 49% of staff agree their line managers expect them to apply learning after they have completed a course 18% of L&D agree they equip line managers with resources to help their teams get the most from learning 75% of staff turn to online learning to help them do their job better and faster 47%of L&D agree that their initiatives are delivered in TIME to meet the needs of business LEARNERPERSPECTIVE L&DPERSPECTIVE 600 L&D leaders, Modernising Learning: Delivering Results: www.towardsmaturity.org/2014benchmark © Towards Maturity 2015 5,700 learners, Learner Voice Part 2: www.towardsmaturity.org/learnervoice2
- 13. The Top Deck are 2X as likely to involve users in design (67% VS 29%) LISTEN
- 14. 76%of the Top Deck use learning communities (46% average) FOSTER COMMUNITY
- 15. The Top Deck help staff learn how to learn 79% offer study skills training (51%) EMPOWER STAFF
- 16. KEEP UP WITH STAFF Don’t box them in, empower them
- 17. Keeping up with staff Staying focused Getting the house in order Driving Performance in the Knowledge economy
- 18. 82%Of Top Deck identify business KPI’s that they want to improve in partnership with snr management (32% average) FOCUS ON SPECIFIC RESULTS
- 19. 3xas likely to report progress against business KPIs (59%vs18%) FOCUS ON SPECIFIC RESULTS
- 20. Gaining Market Share 16% rise in customer satisfaction 9% improvement in revenueTalent 8% reduction in attrition 16% improvement in engagement 12% improvement in productivity Delivering New Products & Services Change new products & services 22% faster Roll out new IT applications 24% faster & improve efficiency! 16% Cost reduction +22% Volume - 23% Delivery time What can learning innovation bring to the table?
- 21. Is technology causing us to take our eye off the ball?
- 22. We’re using more technologies …but reporting fewer benefits
- 23. 94%of the Top Deck consider the course as only one option for building performance (53% average) UNCONSTRAINED CREATIVITY
- 24. Focus on our own performance OLD STYLE BENCHMARKS
- 26. STAYING FOCUSED If you want to drive performance – focus on performance
- 27. Keeping up with staff Staying focussed Getting our house in order Driving Performance in the Knowledge Economy
- 28. 62% of L&D professionals think staff lack skills to manage own learning 56% report lack of L&D skills to implement change BARRIERS TO PROGRESS
- 29. 0% 20% 40% 60% 80% 100% Classroom / F2F learning / training delivery Learning management/strategy Marketing and stakeholder engagement Instructional design Implementing blended learning Supporting ongoing workplace performance Facilitating social and collaborative learning Programme evaluation and data analytics Live online learning delivery Digital content development Performance consulting Skills in house - All Priority skills - Alln=477 Newskillsfor L&D teams
- 30. 1 in 4 don’t know how L&D staff build own skills 72%of the Top Deck provide ongoing CPD for L&D staff (48% avg)
- 32. Thetopdeckare 3xmorelikelytoagree learning reinforces onboarding and recruitment (67% vs 21% average) BREAKING DOWN SILOS
- 33. GETTING THE HOUSE IN ORDER Simplify Train hard Break down silos
- 34. What is the secret sauce of the Top Performing teams? T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS Faster response to changing business conditions Increased productivity on the job TOP DECK Average 2014
- 35. FrameworkforexploringL&Dtactics Defining Need Learner Context Work Context Building Capability Ensuring Engagement Demonstrating Value The Towards Maturity Model T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS © Towards Maturity 2015
- 36. Clarify Performance goals Be Consumer Driven Work within Wider Context Prepare For Change Bring Others On Board Review And Adapt © Towards Maturity 2015 DrivingPerformanceintheknowledgeeconomy
- 37. Driving performance in the knowledge economy means Embracing change!
- 38. What are you going to do differently? Next Steps
- 39. SEE THE BIGGER PICTURE
- 40. ABOUT US Towards Maturity is a benchmarking practice that provides authoritative research and expert consultancy services to help assess and improve the effectiveness and consistency of L&D performance within organisations. It leverages the data gathered from the largest learning and development benchmark in Europe. Download our case studies to support your business case for change at: www.towardsmaturity.org Find out your own Towards Maturity Index™ to see if you are amongst the top learning companies at: www.towardsmaturity.org/mybenchmark
Notes de l'éditeur
- The first line of our first report illustrated how the speed of change is driving learning innovation – people professionals need to continually find new ways of supporting change and delivering both business and individual performance.
- Top business priorities
- Definition: Benchmarking is the process of comparing key performance indicators for one organisation with the indicators of others who are considered to represent the industry standard or best practice for that field. Since 2013 the Towards Maturity benchmark has concentrated on identifying the business impact of learning innovation and has uncovered 6 workstreams of behaviour that consistently influence results. This is tracked through the Towards Maturity Index. Those in the top 10% of the index, the Top Deck, are delivering more organisational agility and individual performance. What are they doing differently?
- In this session , we will explore 3 areas where the Top Dec have embraced change
- Today’s knowledge workers are more connected and more resourceful than ever before. Top Deck understand that and tune into the needs of their audience = they are consumer driven
- At the knowledge worker level, there are few generational differences
- Contrast this behaviour with the Top Deck
- The Towards Maturity Model, measured by the Towards Maturity Index, has long provided an independent and freely available benchmark for effective learning practices. We’ve uncovered 6 workstreams of behaviours that consistently deliver results. Moreover, when we consider organisations in the top 10% of the index – the Top Deck- we see 4 behaviours that consistently set them ALL apart from the rest.
- The 2015 Towards Maturity Benchmark outlines that learning innovation, done well, continues to deliver results that the board will be interested in. These are conservative numbers gathered over 3 years from a minimum of 381 participants ( some are generated from inputs of over 600 participants). Use them to help you make your business case for change.
- By focusing on outcomes, Top Performing learning teams are creatively using the tools around them to support performance vs delivering courses
- They are also focussed on benchmarking as a means of improving their own performance, moving away from old style benchmarks that focus on cost and input ( that lead to more cost cutting and demand for more for less.
- Instead they are benchmarking against outputs and effective practices, leading to a focus on prioritising actions and new ideas that help the HR teams improve their own performance.
- Our perceptions of barriers lead highlight where we need to focus our attention
- Not only do the Top Deck organsations build the skills to help them provide a 21st century learning service, they also are working with colleagues across the HR team to simplify the experience of staff.
- What is the secret of the Top Performing teams
- The towards maturity Index is calculated from 6 workstreams of behaviour that consistently contribute to great performance – see www.towardsmaturity.org/static/towards-maturity-model/ for details
- When we look at the actions of the top performing people teams in pure black and white – we see common sense but not common practice. The secret sauce of the top performing people professionals is execution- they walk the walk vs talking the talk