Insights from our Workplace Learning Report

INSIGHTS FROM LINKEDIN’S WORKPLACE LEARNING REPORT: TRENDS, CHALLENGES AND SOLUTIONS Britt Andreatta, PhD 2017

Britt Andreatta, PhD Consultant, Speaker, and Top LinkedIn Learning Instructor Britt@BrittAndreatta.com

Britt Andreatta, PhD

1 Organizations are investing more in talent development. 2 L&D is a highly varied function, from structure to top objectives. 3 Developing employees is important to executives, but demonstrating business value proves challenging. 4 Proving value to learners is equally important, and proves to be equally challenging. 5 L&D professionals see room for improvement in their own programs. 4 Top 2017 workplace learning trends

4 Report value to the individual and the business 3 Develop a tightly executed communication plan 2 Deliver modern learning experiences to meet expectations from modern learners 1 Don’t just take orders. Identify real training needs. 5 Build a culture of learning, one that rewards growth 5 How to Succeed in the Future State of L&D 5 key strategies to make the shift

The training L&D provides is in line with its top objectives 4 Support career development for employees 3 Train all employees globally in one cohesive way 2 Help employees develop technical skills 1 Develop managers and leaders 8

9 What are the most important skills that you/your team provide training for?

Leadership/People Management Career Development/Soft Skills Customer Service Compliance Training Program and Project Management Business Operations/Analysis Information Technology Sales Human Resources Product Management Software Development/Engineering Administrative Support Marketing Data Science/Analysis Creative Design Accounting Finance/Purchasing Architecture/Civil Engineering Other 52% 44% 40% 37% 23% 23% 22% 20% 14% 14% 11% 9% 8% 8% 6% 3% 3% 1% 17% 10 What are the most important skills that you/your team provide training for?

Coaching Leadership Communication Teams and Collaboration Employee Engagement Strategic Planning Organizational Culture Leadership Capacity Executive Leadership Crisis Management 57% 51% 42% 40% 30% 25% 20% 11% 7% 11 Specific Leadership/Peopl e Management skills (among L&D professionals who selected it)

of learning professionals say L&D is centralized 2/3 of learning professionals say L&D is decentralized 1/3 13 L&D differs across organizations. There’s no gold standard.

L&D focus differs across SMBs and larger organizations. LARGE ORGSSMALL ORGS (1K or fewer employees) (Over 1K employees) 51% 58%Develop managers and leaders 36% 40% Support career development for employees 44% 35% Help employees develop technical skills 15

of L&D pros agree that developing employees is top-of-mind for the executive team. of executives agree there is a skills gap in the U.S. workforce. of executives say that L&D programs would help close the gap.1 80% 17 Developing employees is important to executives, but demonstrating value proves challenging 92% 90%

Business impact is the No. 1 measure desired by CEOs. ROI is the No. 2 measure desired by CEOs. Yet, only 8% currently see the business impact of L&D. And, only 4% currently see ROI of L&D. 18 Leadership craves impact and ROI data

Qualitative feedback from attendees at instructor-led classes Positive feedback from line managers that employees are more productive Satisfaction of attendees at instructor-led classes Qualitative feedback from employees about online courses Satisfaction of employees using online courses Length of time an employee stays at the company after completing a training Number of employees getting promoted as a result of completing a training Number of attendees at instructor-led classes Number of online courses completed 55% 54% 45% 34% 26% 24% 17% 17% 17% 19 What are the top ways you measure the success of L&D at your company?

Having a limited budget Getting employees to make time for L&D Having a small L&D team Demonstrating ROI Aligning to the company’s overall strategy Building employee awareness of L&D programs Getting executive buy-in Engaging employees during L&D programs 49% 46% 34% 32% 20% 19% 18% 17% 20 L&D top challenges are tied to demonstrating business impact

Phases of growth Know where you are, to know where you’re going 21 Predict your organization’s training needs using the Greiner Curve My favorite tool for building a robust L&D strategy is to use the Greiner Curve. You should start building for the next phase now so that your talent is ready when it arrives. Britt Andreatta, PhD Speaker, Consultant, Top LinkedIn Learning Instructor

NO W Where are you now and which crisis point is coming? T 22

T 23 Founders build org A few ppl wear many hats Informal & spontaneous T = need to bring in professional leaders

T 24 New leaders bring new expertise and experience Org continues to expand T = gets too large for top leaders to oversee

T 25 Start adding layers to hierarchy Top leaders focus on strategy while day-to-day delegated T = size strains current structure, lots of variance across org

T 26 Policies, procedures and processes bring stability Some leaders and talent leave for smaller orgs T = begin “police- ing” lowest common denominator and tie up org in red tape

T 27 Move to more agile and scalable methods Hire leaders with EQ and trust their judgment T = hit limit of org’s ability to grow on own

T 28 Growth via partnerships, licensing, franchises, M&A Influx of other org’s values, visions, etc. T = eventually dilute culture and need to clarify vision, mission, values and purpose

LEADERS/EXECUTIVES MANAGERS EMPLOYEES Which skills and competencies will be needed by your employees, managers and leaders? 29

Look at the cost of attrition Show the true cost of disengagement 30 Provide metrics that’ll get your leaders to sit up and take notice Most leaders do not fully appreciate the financial costs of losing top talent or having disengaged employees. I use two key metrics to get leaders to set up and take notice. Britt Andreatta, PhD Speaker, Consultant, Top LinkedIn Learning Instructor

TECHNICAL/LEADER-LEVEL EMPLOYEE Annual Salary + Benefits COST TO REPLACE EACH EMPLOYEE $312,000SHRM% X 250% ENTRY-LEVEL EMPLOYEE Annual Salary + Benefits COST TO REPLACE EACH EMPLOYEE $30,000SHRM% X 50% $125,000 $60,000 31 The cost of replacing an employee is 50%–250% of their annual salary + benefits

Headcount COST TO REPLACE EACH EMPLOYEE $32,675,700 Disengagement rate x 17.2% # disengaged employees = 641 Median annual salary Gallup % cost of disengagement x 34% Annual cost per disengaged employee = $51,000 $150,000 3,725 32 The cost of disengagemen t Gallup estimates 17.2% of the U.S. workforce is actively disengaged.

A communication plan will help to: Progressive L&D professionals are using communication plans as the backbone of their L&D strategy. Todd Dewett, PhD Educator, Professional Speaker, and Top LinkedIn Learning Instructor Recruit and use high performers and successful change agents to act as catalysts in the field. Sell your capabilities with the user in mind. Audit and self correct plans midway through an effort. Keep the base informed using different channels. 33 Develop a tightly executed communication plan

Your communication plan should be customized to each of these four audiences: T L B C Team Members Learners Business partners Customers 34 Understand your audience

The average shelf life of skills is less than five years 36

at the point of need 52% in the evenings and weekends 47% at their office desk 42% when alerted to updates 30% on the way to and from work 27% 37 When modern learners engage

4 Counterbalances poor managers who don’t provide enough performance coaching 3 Creates opportunities to network with other employees 2 Empowers employees to craft their own career development paths 1 Supports the human need to improve and develop mastery 5 Keeps employees connected to the infrastructure and values of the organization 38 Report value to the individual and the business 5 ways to display value of learning to employees

of L&D professionals surveyed were willing to recommend their own L&D programs to peers. Only 60% have a “seat at the table.” 40 L&D professionals see room for improvement in their own programs

Psychological Behavioral Convictional change in understanding Change in actions Revision of belief system 41 Transformative learning

In-house instructor-led classes Peer-to-peer coaching Online training/eLearning (created in-house) Online training/eLearning (via external provider) Conferences Certification programs Tuition reimbursement External instructor-led classes Journals, publications, books External coaching Other 78% 61% 58% 49% 49% 42% 39% 38% 30% 26% 3% 42 Instructor-led classes are the No. 1 way L&D professionals train employees

Curate modern learning experiences, not just learning programs. A modern learning experience focuses on creating real behavior change. 43 Deliver modern learning experiences to meet expectations from modern learners

organizations are starting to incorporate video-based online training into their learning cultures. 44

The single biggest driver of business impact is the strength of an organization’s learning culture. 45 Build a culture of learning, one that rewards growth Josh Bersin Principal and Founder Bersin by Deloitte

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Questions + Comments Consultant, Speaker, and Top LinkedIn Learning Instructor Britt@BrittAndreatta.com

INSIGHTS FROM LINKEDIN’S WORKPLACE LEARNING REPORT: TRENDS, CHALLENGES AND SOLUTIONS Britt Andreatta, PhD Thank you! 2017