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Measuring  What  Ma.ers  
Moving  beyond  basic  LMS  metrics  to  an  outcomes-­‐based  
measurement  model
June	
  20,	
  2017	
  
Housekeeping
#LearningImpact	
  
@Axonify	
  
Event	
  is	
  being	
  
recorded	
  
Please	
  
leverage	
  the	
  
Q&A	
  window	
  
Dani  Johnson  
  
Vice  President,  Learning  and  Development  
Research  
  
Bersin  by  Deloi.e  
Deloi.e  ConsulDng  LLP
Carol  Leaman

Chief  ExecuDve  Officer

Axonify
Who we are
Global provider of leading practices, trends, and benchmarking research in talent management,
learning, and strategic HR.
6 research practices
•  Human Resources
•  Leadership Development
•  Learning & Development
•  Talent Acquisition
•  Talent Management
•  Tools & Technology
Offerings
•  WhatWorks® Membership: Research, Tools, Education, Consulting
•  IMPACT: The industry’s leading conference on the Business of Talent
•  Advisory Services & Consulting
Human
Resources
Talent
Acquisition
Leadership
Development
Learning &
Development
Talent
Management
Tools &
Technology
Measuring What MattersCopyright © 2017 Deloitte Development LLC. All rights reserved. 5
•  Background on the New High-Impact Learning
Organization
•  Four major findings from the High Impact
Learning Organization Study
•  Case study – measurement in practice
Agenda
Measuring What MattersCopyright © 2017 Deloitte Development LLC. All rights reserved. 6
The new HILO model
L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 7
Learning Organization Maturity Model
BersinbyDeloitte
Episodic / Programmatic
Effects Change through Courses / Programs • Relies on a Top-Down Approach
to Development • Drives Development of Selected Knowledge & Skills •
Focuses on Enabling Performance in Current Role
Level 1
Responsive / Contextualized
Effects Change through Creating Employee-Centric Learning • Design Thinking
Applied to Employee-Development Initiatives • Focuses on Implementing
Transparent Systems & Processes That Personalize Development
Level 2
Continuous / Empowering
Effects Change through Empowering Individual-Driven Development •
Leverages Experiences & Consistent Feedback for Development • Continuously Evolves Technology
Infrastructure • Focuses on Creating Conditions That Enable Development
Level 3
Anticipatory / Flow
Effects Change by Anticipating Needs and Then Augmenting & Leveraging the Developmental
Opportunities Intrinsic in Work • Concentrates on Long-Term Career Success & Creating Enduring
Commitment to Development • Fosters a Culture of Courage & Innovation • Integrates Feedback
Loops & Data into Work Design • Focuses on Supporting Employees’ Ability to Evolve & Adapt
Level 4
6%
20%
39%
35%
Source: Bersin by Deloitte, 2017
L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 8
Learning Organization Maturity ModelBersinbyDeloitte
Episodic / Programmatic
Level 1
Responsive / Contextualized
Level 2
Continuous / Empowering
Level 3
Anticipatory / Flow
Level 4
Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
• Focus on data and reports
easily obtained from the LMS
or other system of record.
• Heavy focus on completion
data, assessments, “doing”
information.
LEVEL
1
L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 9
Learning Organization Maturity ModelBersinbyDeloitte
Episodic / Programmatic
Level 1
Responsive / Contextualized
Level 2
Continuous / Empowering
Level 3
Anticipatory / Flow
Level 4
Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
• Data gathering from several
learning sources
• More holistic reports that
provide picture of
development and needs.
• Algorithms and analytics
provide a more personalized
experience for the employee.
LEVEL
2
L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 10
Learning Organization Maturity ModelBersinbyDeloitte
Episodic / Programmatic
Level 1
Responsive / Contextualized
Level 2
Continuous / Empowering
Level 3
Anticipatory / Flow
Level 4
Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
• Multiple types of data –
learning and otherwise
• Data usage (performance &
learning) to provide the best
developmental experiences to
individuals
LEVEL
3
L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 11
Learning Organization Maturity ModelBersinbyDeloitte
Episodic / Programmatic
Level 1
Responsive / Contextualized
Level 2
Continuous / Empowering
Level 3
Anticipatory / Flow
Level 4
Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
• All available data used to
inform employee
development and work
improvement.
• Focus on using data to
determine appropriate risks
and utilizes mistakes as data
to direct strategy.
LEVEL
4
L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 12
• Main focus on data and
reports easily obtained
from the LMS or other
system of record.
• Heavy focus on
completion data,
assessments, “doing”
information.
• Data gathering from
several learning sources
• More holistic reports that
provide picture of
development and needs.
• Algorithms and analytics
provide a more
personalized experience
for the employee.
• Multiple types of data –
learning and otherwise
• Data usage (performance
& learning) to provide the
best developmental
experiences to individuals
• All available data used to
inform employee
development and work
improvement.
• Focus on using data to
determine appropriate
risks and utilizes mistakes
as data to direct strategy.
Measurement & Analytics at each level in the HILO model
LEVEL
1
LEVEL
2
LEVEL
3
LEVEL
4
Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
Measuring What MattersCopyright © 2017 Deloitte Development LLC. All rights reserved. 13
Four Major Insights from HILO
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 14
Use of data for design, by level
Finding 1: Mature organizations use data for better design.
64%
82%
32%
55%
21%
35%
11%
22%
Measuring how our development
experiences are being improved
Incorporating feedback into design
of future development activities
Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 15
Use of data for design, by level
Finding 1: Mature organizations use data for better design.
64%
82%
32%
55%
21%
35%
11%
22%
Measuring how our development
experiences are being improved
Incorporating feedback into design
of future development activities
Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 16
How data may affect design
Finding 1: Mature organizations use data for better design.
82%
66%
64%
59%
35%
35%
32%
30%
27%
21%
17%
14%
13%
3%
2%
1%
Elearning courses (self-paced)
Learning Management System
Webinars
Videos
Business performance dashboards
Social Learning / networking platforms
Virtual classroom platform
Collaboration software / platform
Messagaing
Mobil apps
Podcasts
Search software
MOOC platform / environment
AI
VR
Wearables
Usage of Tech Types
1
2
2
2
3
4
4
4
5
12
26
27
32
34
43
49
Elearning courses (self-paced)
Webinars
Learning Management System
Videos
Podcasts
Virtual classroom platform
Collaboration software / platform
MOOC platform / environment
Social Learning / networking platforms
Wearables
Business performance dashboards
Messagaing
Mobil apps
AI
VR
Search software
Level 4 vs. Level 1 usage
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 17
How data may affect design
Finding 1: Mature organizations use data for better design.
82%
66%
64%
59%
35%
35%
32%
30%
27%
21%
17%
14%
13%
3%
2%
1%
Elearning courses (self-paced)
Learning Management System
Webinars
Videos
Business performance dashboards
Social Learning / networking platforms
Virtual classroom platform
Collaboration software / platform
Messagaing
Mobil apps
Podcasts
Search software
MOOC platform / environment
AI
VR
Wearables
Usage of Tech Types
1
2
2
2
3
4
4
4
5
12
26
27
32
34
43
49
Elearning courses (self-paced)
Webinars
Learning Management System
Videos
Podcasts
Virtual classroom platform
Collaboration software / platform
MOOC platform / environment
Social Learning / networking platforms
Wearables
Business performance dashboards
Messagaing
Mobil apps
AI
VR
Search software
Level 4 vs. Level 1 usage
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 18
Use of performance data by level
Finding 2: Performance data is playing a larger role in employee development.
90%
93% 94%
71%
93%
50%
91%
71%
91%
64%
84%
53%
81%
60%
82%
39%
69%
28%
79%
47%
65%
29%
61%
15%
Formal performance
appraisals
Feedback from customers/
clients
Feedback from managers /
mentors
Peer feedback / ratings Self-evaluations Talent or work management
systems
Level 4 Level 3 Level 2 Level 1
On average, mature organizations collected
performance data from more sources and more
often than less mature organizations.
Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 19
Use of data sources by L&D function
Finding 3: Mature organizations use a wider variety of data.
42%
36%
34%
30%
29%
28%
27%
23%
22%
21%
15%
13%
12%
12%
11%
3%
Worker Feedback
Line Manager Feedback
Feedbaack from business line leaders
Assessments based on competency / capability frameworks
Follow-up assessments
Performance metrics
Organizational KPIs
Benchmarking (internal & external)
Observable behavior changes
Talent metrics
Steering committee discussions
Activities of HR specialists such as OD
Data from other human capital functions
Other human capital systems
Usage of worker development methods / initiatives
Automated data collection & analysis
Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 20
Data sources used by L&D, Level 1 vs Level 4
Finding 3: Mature organizations use a wider variety of data.
10
5
5
4
4
3
3
3
3
3
3
3
3
2
2
2
Automated data collection and analysis
Other HC systems
Usage of worker development methods
Talent Metrics
Data from other HC functions
Benchmarking
KPIs
Steering committee discussions
Activities of HR specialists
Follow-up assessments
Assessments based on competency/capability frameworks
Observable behavior change
Performance metrics
Feedback from Business line leaders
Line Manager Feedback
Worker Feedback
Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 21
Metrics that matter to business leaders
Finding 3: Mature organizations use a wider variety of data.
0%
25%
50%
75%
100%
0% 25% 50% 75% 100%
Valuable
Tracked / Measured
Impact on behavior / job
performance
Sponsor / client
satisfaction
Business results
Impact on talent / organizational
metrics
Line manager satisfaction / feedback
Content access methods
Learning scores /
transfer
Learner
demographics
Hours delivered /
time spent learning
Costs / expenses
Learner
satisfaction /
feedback
Enrollments, starts,
usage, and completions
Source: State of Learning Measurement, Bersin by Deloitte, 2015
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 22
Continuous sensing data collection by maturity level
Finding 4: Data collection isn’t just something that happens at the end of a course.
55%
22%
14%
10%
Level 4 Level 3 Level 2 Level 1
Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 23
Holistic learning measurement / analysis / data collection
Finding 4: Data collection isn’t just something that happens at the end of a course.
Outcome
(the business)
Efficiency
(L&D)
Alignment
(managers /
leaders)
Effectiveness
(learners)
• Time to develop
• Cost to develop / deliver
• Cost of development per minute / hour
• Cost per participant
• Resource hours to develop / deliver
• Total enrollments
•  Learning offerings correspond to competency model
•  Learning has strong executive sponsors
•  Managers support participation among team members
•  Program objectives align with business needs
• New behaviors reflect what was introduced in a
learning offering
• New knowledge and skills
• Learner satisfaction
• Adoption
• Key performance indicators (KPIs)
• Revenue
• Profitability and growth
• Market share
• Customer / satisfaction
• Employee engagement / retention
• Productivity
Source: State of Learning Measurement, Bersin by Deloitte, 2015
Measurement  in  PracDce
Case  Study:  Large  Global  OrganizaDon
•  Over  75,000  employees
•  Currently  focused  on  logisDcs  and  distribuDon  network
•  Over  150  faciliDes  across  the  U.S.
•  Looking  to  dramaDcally  reduce  safety  incidents
•  Aiming  to  build  a  world-­‐class  safety  culture
Assess Hope
Large	
  Global	
  OrganizaJon
Did the number of
safety incidents
meet expectations?
	
  
Large	
  Global	
  OrganizaJon
Was the ladder
climbed in the
proper way?
Did the number of
safety incidents
meet expectations?
	
  
Large	
  Global	
  OrganizaJon
How  do  we  measure  the  behaviors?
How  do  we  measure  the  behaviors?
Did they gain
knowledge on the
proper technique
for climbing a
ladder?
	
  
Did the number of
safety incidents
meet expectations?
	
  
Large	
  Global	
  OrganizaJon
Was the ladder
climbed in the
proper way?
How  do  we  measure  knowledge?
How  do  we  measure  knowledge?
How  do  we  measure  knowledge?
Ladder Handling
Learning Modules
and Reinforcement
 Did the number of
safety incidents
meet expectations?
	
  
Large	
  Global	
  OrganizaJon
Did they gain
knowledge on the
proper technique
for climbing a
ladder?
	
  
Was the ladder
climbed in the
proper way?
How  do  know  if  it’s  the  right  content?
High	
  level	
  of	
  
knowledge	
  
Correct	
  behavior	
  
demonstrated	
  
Good	
  content	
  
High	
  level	
  of	
  
knowledge	
  
Incorrect	
  behavior	
  
demonstrated	
  
Content	
  may	
  be	
  an	
  
issue	
  
Did the number of
safety incidents
meet expectations?
	
  
Large	
  Global	
  OrganizaJon
Ladder Handling
Learning Modules
and Reinforcement
Did they gain
knowledge on the
proper technique
for climbing a
ladder?
	
  
Was the ladder
climbed in the
proper way?
Measurement:  The  Future
Global  LogisDcs  Company
• Focus  on  decreasing  
shipping  errors,  producing  
higher  revenue
• Content  focused  on  
procedures
• Significant  improvement  
overall  revenue
• Content  directly  Ded  to  
business  impacts
 
“Outcomes  First”  Method
 
“Outcomes  First”  Method
Dani  Johnson  
  
Vice  President,  Learning  and  Development  
Research  
  
Bersin  by  Deloi.e  
Deloi.e  ConsulDng  LLP
Carol  Leaman

Chief  ExecuDve  Officer

Axonify
Q&A	
  
Thank  you!

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Webinar Slides: Measuring What Matters

  • 1. Measuring  What  Ma.ers   Moving  beyond  basic  LMS  metrics  to  an  outcomes-­‐based   measurement  model June  20,  2017  
  • 2. Housekeeping #LearningImpact   @Axonify   Event  is  being   recorded   Please   leverage  the   Q&A  window  
  • 3. Dani  Johnson     Vice  President,  Learning  and  Development   Research     Bersin  by  Deloi.e   Deloi.e  ConsulDng  LLP Carol  Leaman Chief  ExecuDve  Officer Axonify
  • 4. Who we are Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. 6 research practices •  Human Resources •  Leadership Development •  Learning & Development •  Talent Acquisition •  Talent Management •  Tools & Technology Offerings •  WhatWorks® Membership: Research, Tools, Education, Consulting •  IMPACT: The industry’s leading conference on the Business of Talent •  Advisory Services & Consulting Human Resources Talent Acquisition Leadership Development Learning & Development Talent Management Tools & Technology
  • 5. Measuring What MattersCopyright © 2017 Deloitte Development LLC. All rights reserved. 5 •  Background on the New High-Impact Learning Organization •  Four major findings from the High Impact Learning Organization Study •  Case study – measurement in practice Agenda
  • 6. Measuring What MattersCopyright © 2017 Deloitte Development LLC. All rights reserved. 6 The new HILO model
  • 7. L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 7 Learning Organization Maturity Model BersinbyDeloitte Episodic / Programmatic Effects Change through Courses / Programs • Relies on a Top-Down Approach to Development • Drives Development of Selected Knowledge & Skills • Focuses on Enabling Performance in Current Role Level 1 Responsive / Contextualized Effects Change through Creating Employee-Centric Learning • Design Thinking Applied to Employee-Development Initiatives • Focuses on Implementing Transparent Systems & Processes That Personalize Development Level 2 Continuous / Empowering Effects Change through Empowering Individual-Driven Development • Leverages Experiences & Consistent Feedback for Development • Continuously Evolves Technology Infrastructure • Focuses on Creating Conditions That Enable Development Level 3 Anticipatory / Flow Effects Change by Anticipating Needs and Then Augmenting & Leveraging the Developmental Opportunities Intrinsic in Work • Concentrates on Long-Term Career Success & Creating Enduring Commitment to Development • Fosters a Culture of Courage & Innovation • Integrates Feedback Loops & Data into Work Design • Focuses on Supporting Employees’ Ability to Evolve & Adapt Level 4 6% 20% 39% 35% Source: Bersin by Deloitte, 2017
  • 8. L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 8 Learning Organization Maturity ModelBersinbyDeloitte Episodic / Programmatic Level 1 Responsive / Contextualized Level 2 Continuous / Empowering Level 3 Anticipatory / Flow Level 4 Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017 • Focus on data and reports easily obtained from the LMS or other system of record. • Heavy focus on completion data, assessments, “doing” information. LEVEL 1
  • 9. L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 9 Learning Organization Maturity ModelBersinbyDeloitte Episodic / Programmatic Level 1 Responsive / Contextualized Level 2 Continuous / Empowering Level 3 Anticipatory / Flow Level 4 Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017 • Data gathering from several learning sources • More holistic reports that provide picture of development and needs. • Algorithms and analytics provide a more personalized experience for the employee. LEVEL 2
  • 10. L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 10 Learning Organization Maturity ModelBersinbyDeloitte Episodic / Programmatic Level 1 Responsive / Contextualized Level 2 Continuous / Empowering Level 3 Anticipatory / Flow Level 4 Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017 • Multiple types of data – learning and otherwise • Data usage (performance & learning) to provide the best developmental experiences to individuals LEVEL 3
  • 11. L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 11 Learning Organization Maturity ModelBersinbyDeloitte Episodic / Programmatic Level 1 Responsive / Contextualized Level 2 Continuous / Empowering Level 3 Anticipatory / Flow Level 4 Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017 • All available data used to inform employee development and work improvement. • Focus on using data to determine appropriate risks and utilizes mistakes as data to direct strategy. LEVEL 4
  • 12. L&D: Radical Change or Get Out of the GameCopyright © 2017 Deloitte Development LLC. All rights reserved. 12 • Main focus on data and reports easily obtained from the LMS or other system of record. • Heavy focus on completion data, assessments, “doing” information. • Data gathering from several learning sources • More holistic reports that provide picture of development and needs. • Algorithms and analytics provide a more personalized experience for the employee. • Multiple types of data – learning and otherwise • Data usage (performance & learning) to provide the best developmental experiences to individuals • All available data used to inform employee development and work improvement. • Focus on using data to determine appropriate risks and utilizes mistakes as data to direct strategy. Measurement & Analytics at each level in the HILO model LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
  • 13. Measuring What MattersCopyright © 2017 Deloitte Development LLC. All rights reserved. 13 Four Major Insights from HILO
  • 14. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 14 Use of data for design, by level Finding 1: Mature organizations use data for better design. 64% 82% 32% 55% 21% 35% 11% 22% Measuring how our development experiences are being improved Incorporating feedback into design of future development activities Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
  • 15. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 15 Use of data for design, by level Finding 1: Mature organizations use data for better design. 64% 82% 32% 55% 21% 35% 11% 22% Measuring how our development experiences are being improved Incorporating feedback into design of future development activities Source: The High Impact Learning Organization Model, Bersin by Deloitte / Dani Johnson, 2017
  • 16. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 16 How data may affect design Finding 1: Mature organizations use data for better design. 82% 66% 64% 59% 35% 35% 32% 30% 27% 21% 17% 14% 13% 3% 2% 1% Elearning courses (self-paced) Learning Management System Webinars Videos Business performance dashboards Social Learning / networking platforms Virtual classroom platform Collaboration software / platform Messagaing Mobil apps Podcasts Search software MOOC platform / environment AI VR Wearables Usage of Tech Types 1 2 2 2 3 4 4 4 5 12 26 27 32 34 43 49 Elearning courses (self-paced) Webinars Learning Management System Videos Podcasts Virtual classroom platform Collaboration software / platform MOOC platform / environment Social Learning / networking platforms Wearables Business performance dashboards Messagaing Mobil apps AI VR Search software Level 4 vs. Level 1 usage X X X X X X X X X X X X X X X X Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
  • 17. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 17 How data may affect design Finding 1: Mature organizations use data for better design. 82% 66% 64% 59% 35% 35% 32% 30% 27% 21% 17% 14% 13% 3% 2% 1% Elearning courses (self-paced) Learning Management System Webinars Videos Business performance dashboards Social Learning / networking platforms Virtual classroom platform Collaboration software / platform Messagaing Mobil apps Podcasts Search software MOOC platform / environment AI VR Wearables Usage of Tech Types 1 2 2 2 3 4 4 4 5 12 26 27 32 34 43 49 Elearning courses (self-paced) Webinars Learning Management System Videos Podcasts Virtual classroom platform Collaboration software / platform MOOC platform / environment Social Learning / networking platforms Wearables Business performance dashboards Messagaing Mobil apps AI VR Search software Level 4 vs. Level 1 usage X X X X X X X X X X X X X X X X Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
  • 18. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 18 Use of performance data by level Finding 2: Performance data is playing a larger role in employee development. 90% 93% 94% 71% 93% 50% 91% 71% 91% 64% 84% 53% 81% 60% 82% 39% 69% 28% 79% 47% 65% 29% 61% 15% Formal performance appraisals Feedback from customers/ clients Feedback from managers / mentors Peer feedback / ratings Self-evaluations Talent or work management systems Level 4 Level 3 Level 2 Level 1 On average, mature organizations collected performance data from more sources and more often than less mature organizations. Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
  • 19. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 19 Use of data sources by L&D function Finding 3: Mature organizations use a wider variety of data. 42% 36% 34% 30% 29% 28% 27% 23% 22% 21% 15% 13% 12% 12% 11% 3% Worker Feedback Line Manager Feedback Feedbaack from business line leaders Assessments based on competency / capability frameworks Follow-up assessments Performance metrics Organizational KPIs Benchmarking (internal & external) Observable behavior changes Talent metrics Steering committee discussions Activities of HR specialists such as OD Data from other human capital functions Other human capital systems Usage of worker development methods / initiatives Automated data collection & analysis Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
  • 20. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 20 Data sources used by L&D, Level 1 vs Level 4 Finding 3: Mature organizations use a wider variety of data. 10 5 5 4 4 3 3 3 3 3 3 3 3 2 2 2 Automated data collection and analysis Other HC systems Usage of worker development methods Talent Metrics Data from other HC functions Benchmarking KPIs Steering committee discussions Activities of HR specialists Follow-up assessments Assessments based on competency/capability frameworks Observable behavior change Performance metrics Feedback from Business line leaders Line Manager Feedback Worker Feedback Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017 X X X X X X X X X X X X X X X X
  • 21. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 21 Metrics that matter to business leaders Finding 3: Mature organizations use a wider variety of data. 0% 25% 50% 75% 100% 0% 25% 50% 75% 100% Valuable Tracked / Measured Impact on behavior / job performance Sponsor / client satisfaction Business results Impact on talent / organizational metrics Line manager satisfaction / feedback Content access methods Learning scores / transfer Learner demographics Hours delivered / time spent learning Costs / expenses Learner satisfaction / feedback Enrollments, starts, usage, and completions Source: State of Learning Measurement, Bersin by Deloitte, 2015
  • 22. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 22 Continuous sensing data collection by maturity level Finding 4: Data collection isn’t just something that happens at the end of a course. 55% 22% 14% 10% Level 4 Level 3 Level 2 Level 1 Source: The High Impact Learning Organization Study, Bersin by Deloitte / Dani Johnson, 2017
  • 23. Learning MeasurementCopyright © 2017 Deloitte Development LLC. All rights reserved. 23 Holistic learning measurement / analysis / data collection Finding 4: Data collection isn’t just something that happens at the end of a course. Outcome (the business) Efficiency (L&D) Alignment (managers / leaders) Effectiveness (learners) • Time to develop • Cost to develop / deliver • Cost of development per minute / hour • Cost per participant • Resource hours to develop / deliver • Total enrollments •  Learning offerings correspond to competency model •  Learning has strong executive sponsors •  Managers support participation among team members •  Program objectives align with business needs • New behaviors reflect what was introduced in a learning offering • New knowledge and skills • Learner satisfaction • Adoption • Key performance indicators (KPIs) • Revenue • Profitability and growth • Market share • Customer / satisfaction • Employee engagement / retention • Productivity Source: State of Learning Measurement, Bersin by Deloitte, 2015
  • 25. Case  Study:  Large  Global  OrganizaDon •  Over  75,000  employees •  Currently  focused  on  logisDcs  and  distribuDon  network •  Over  150  faciliDes  across  the  U.S. •  Looking  to  dramaDcally  reduce  safety  incidents •  Aiming  to  build  a  world-­‐class  safety  culture
  • 26.
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  • 34. Did the number of safety incidents meet expectations?   Large  Global  OrganizaJon
  • 35. Was the ladder climbed in the proper way? Did the number of safety incidents meet expectations?   Large  Global  OrganizaJon
  • 36. How  do  we  measure  the  behaviors?
  • 37. How  do  we  measure  the  behaviors?
  • 38. Did they gain knowledge on the proper technique for climbing a ladder?   Did the number of safety incidents meet expectations?   Large  Global  OrganizaJon Was the ladder climbed in the proper way?
  • 39. How  do  we  measure  knowledge?
  • 40. How  do  we  measure  knowledge?
  • 41. How  do  we  measure  knowledge?
  • 42. Ladder Handling Learning Modules and Reinforcement Did the number of safety incidents meet expectations?   Large  Global  OrganizaJon Did they gain knowledge on the proper technique for climbing a ladder?   Was the ladder climbed in the proper way?
  • 43. How  do  know  if  it’s  the  right  content? High  level  of   knowledge   Correct  behavior   demonstrated   Good  content   High  level  of   knowledge   Incorrect  behavior   demonstrated   Content  may  be  an   issue  
  • 44. Did the number of safety incidents meet expectations?   Large  Global  OrganizaJon Ladder Handling Learning Modules and Reinforcement Did they gain knowledge on the proper technique for climbing a ladder?   Was the ladder climbed in the proper way?
  • 46. Global  LogisDcs  Company • Focus  on  decreasing   shipping  errors,  producing   higher  revenue • Content  focused  on   procedures • Significant  improvement   overall  revenue • Content  directly  Ded  to   business  impacts
  • 49. Dani  Johnson     Vice  President,  Learning  and  Development   Research     Bersin  by  Deloi.e   Deloi.e  ConsulDng  LLP Carol  Leaman Chief  ExecuDve  Officer Axonify Q&A