Learning professionals face challenges to keep pace with the speed in which valued skills and capabilities are sweeping the workforce. With the added complexity of ubiquitous learning, disruptive technologies and multi-generational workforce diversity, we can safely agree that the time is now for learning and development functions to reboot. During this session, you will learn how Blue Cross and Blue Shield of North Carolina’s evidence-based approach is positioning us to reduce learning cost, improve stakeholder satisfaction, align to value-based business outcomes and gain efficiencies.
5. What’s At Stake: A Few Billion Dollar Questions…
What does Google Duplex mean…
Is a traditional learning function even built to respond to these challenges?
What does automation mean…
What does real-time NPS mean…
What does big data mean… …for personalized learning?
…for traditional evaluation?
…for the future of skills?
…for Customer Service
or Sales training?
16. Evolution of L&D
Where we’re coming from
1998-2002 2005 2010 2017 2020
Where we must head
Source: The Disruption of Digital Learning: Ten Things We Have Learned
17. Continual Optimization:
Experimentation, Innovation, Integration
Expectations
Management
Enablers
Minimum Viable Products (perpetual betas)
Learning experience vs. training
The right capabilities within L&D
Right tools and technology
Staying Current with leading trends
Fostering culture of innovation, experimentation
Trust and Transparency
Source: The Disruption of Digital Learning: Ten Things We Have Learned
18. Learner Experience: Untethered
Digital Learning does not mean learning on your phone, it means “bringing learning to where employees are.”
- Josh Bersin
ON THE JOB
INFORMAL
PEOPLE
FORMAL
DELIBERATE
USER GENERATED
SOCIAL
MOMENTS
• Roles
• Competencies
• Best Practices
• Campus Experiences
• Mentors
• Coaches
• MOOCs
• Classrooms
• Books
• Videos/WBTs
• Podcasts
• Articles
• Employee Generated
• Experiences
• Micromoments
• Media
• Apps
• Cross-pollination
• Exercises, activities,
reflections
• Simulations
THE NEW
LEARNER
Source: The Disruption of Digital Learning: Ten Things We Have Learned
19. L&D Reboot: Our North Star
ASSESS Current State
TECHNOLOGY ROADMAP: Guidelines and processes
RESET Partnerships and BUILD ecosystem
MEASURE the things that matter and tell the story
FOSTER a culture of continuous learning
SET a Compelling Vision
GAIN Buy-In from all stakeholders
21. 1Q18 BUSINESS RESULTS PREDICTED vs REPORTED
And the Data Says…
“How likely are you to recommend to a colleague or friend?”
SCRAP LEARNING
RESPONSE RATE
NET PROMOTER SCORE (NPS)
22. Data Driven Insights
Learners and their Leaders are providing feedback across key business result categories.
Industry benchmarks in key metrics provide clear performance targets.
23. The Triple Constraint
Strategic
Alignment
Are the solutions
delivering the right
business value?
Learning
Effectiveness
Are the solutions
building competitive
skills and
capabilities?
Learning
Efficiency
Are the solutions cost
effective and scalable?
Business Impact
24. Diversified Content
and Resources
Dynamic Delivery Channels
for intelligent learning
Strategic Partnerships for
Technology Enablement
Alignment
(with the business)
Effectiveness
(of learning methods)
Efficiency
(of the L&D function)
Collaborative
Development
The New Learning
Ecosystem
Emerging tech,
demographics
and cultural
trends
Rapidly
shifting
learner needs
Renewed
Expectations
from L&D
Blue Cross NC is the largest health insurer in the state with more than 4,800 employees and more than 3.9 million members, including approximately one million served on behalf of other Blue Plans. Our headquarters is in Chapel Hill and we have major operations in Durham, Winston-Salem, Fayetteville, and Charlotte.
Learning is ubiquitous and integrated into everything we do. As technology advances, so are the ways in which we learn.
With more savvy learners, the demand for a learning experience that models how they learn in every other aspect of their life is increasing.
With the growing presence of AI in the workforce, jobs, skills and capabilities are fundamentally changing:
Cultural competence-cross boundary collaboration
Work configurations-Job sharing, multi-careers, teleworking, etc
Value propositions-Machine learning, big data, etc
Let’s consider a few transformational impacts on corporate learning:
Title source: http://pwcartificialintelligence.com/
So…while corporate learning has had a great run, I think we can all agree that it is time for a reboot.
With all this talk about AI some people are afraid that machines will take all of our jobs. Studies show that this is not the case. While many jobs may be rendered obsolete, a fair number of them will fundamentally change. In addition to that, new jobs will continue to emerge. To that point, PEOPLE that embrace continuous learning will continue to be at the heart of successful companies.
People will need to continuously learn and develop new skills and capabilities, thus the learning organization will need to remain connected, aligned and enabled.
The skills acquired and applied will be fluid and will change over time as machines are integrated into traditionally manual tasks. Capabilities, however, will be the enabling secret sauce for the new environment.
Historically, our value was based on getting a lot of people to do a few things well enough. This approach is not ideally suited for economies of scope that need increased flexibility, personalized offerings, faster speed to market, faster responses to changes, and decentralized control over development as self directness takes root as the norm.
In most instances, event when we thought we had moved beyond order taking, our value was still predicated on the “ask.” the Traditional learning functions were setup as order-takers. Now more than ever, we need to go beyond the ask with evidence based insights that anticipate emerging trends and inform measurable solutions.
We had a three year plan that we were proudly executing, however, we failed to continuously calibrate our plans with the voice of the customer, the market trends and the changes in technology.
As we focused on point of need training and methodically introducing new delivery channels, the changes in the business outpaced the evolution of the learning function.
For as great as we thought we were, when asked the right questions, we learned that:
We are excellent at delivering “exactly” what is being asked of us, but we are lagging in prepared the workforce for the challenges of the future. Whoa! This was unexpected. In one report, the rose colored glasses came off and reality set in. In a nutshell, the pace of change in the business was out pacing the evolution of the learning function.
Considering where we are and where learning is heading, we have a world of exciting opportunities ahead.
Stagnation will result in lagging
As learning becomes more seamlessly integrated into work and life, delivery channels and solutions need to accommodate a “learn anywhere expectation” which means that not all aspects of this framework with sit within the learning function.
As we shift gears to accelerate into the future state, we have to skillfully manage the existing needs, this will have a steep curve.
Data will be a the center of all that we do. Our CPO, Fara Palumbo has made analytics an imperative and learning is no exception. Starting with our evaluation practice, we are aspiring to a robust, full integrated solution that tells the talent story with defensible business impacts.
This is a sample of some of the leading and lagging indicators that inform improvement opportunities. While how the learner feels about the training is still important, quantifiable data is king.
This is a sample of some of the leading and lagging indicators that inform improvement opportunities. Input from both learner and leader help tell a more complete story of the professional development experience, and in turn, how the learning is applied on the job.
Discrepancies, gaps, and alignments across key metrics enable the EL&D team to provide data-driven recommendations for today’s needs while refining solutions to meet tomorrow’s goals.
We are cultivating a new ecosystem that maximizes partnerships from the outside in.