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1 Webcast title in Verdana Regular Careers and learning in the digital age The Dbriefs HR Executives series Dani Johnson, VP Learning and Career Research, Bersin by Deloitte, Deloitte Consulting LLP Jennifer Stempel, Managing Director, Deloitte Consulting LLP August 24, 2017
2 Agenda What we will cover Changing nature of a career Careers and learning Tools, technology, and analytics How L&D needs to adapt Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 2
3 Polling question #1 What is the half-life of a learned skill today? 15 years 10 years 5 years What is a half-life? Don t know/not applicable Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 3
4 Changing nature of a career Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 4
5 The changing nature of a career As the concept of a career transforms, career management and learning and development also changes Length of career Average tenure in a job Half-life of a learned skill 60 to 70 years 4.5 years 5 years Sources: Lynda Gratton and Andrew Scott, The 100-Year Life: Living and Working in an Age of Longevity (Bloomsbury, 2016); Douglas Thomas and John Seely Brown, A New Culture of Learning: Cultivating the Imagination for a World of Constant Change (CreateSpace, January 4, 2011). Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 5
6 Careers and learning is the #2 human capital trend The 2017 Deloitte Global Human Capital Trends report found that continuous learning is critical for business success 83% of respondents 69% of respondents 83% of respondents ranked Careers and Learning as important or very important are redesigning their career models expect open careers in the next 3-5 years Source: 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 6
7 The state of career management Several shifts have occurred in the career management space Worker owned Career paths Coaching Line manager training Full-time balance sheet workers Focus on actions Worker owned, org supported Career progression More visibility & guidance Line manager support Diverse talent sources Focus on alignment Source: The State of Career Management, Bersin by Deloitte, 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 7
8 Career management approaches We identified four key approaches to career management High Worker Involvement Push Mind-Set Flexible Moving workers through welldefined organization levels, while providing flexibility in job descriptions and career paths to accommodate development & organizational needs. Structured Moving workers through well-defined career paths that follow org structure, and ensure a stocked talent pool. How involved are. workers in movement? Open Enabling finite or project-based work by organizing workers with the right capabilities, providing active mobility with the opportunity to create personalized career paths. How are work and resources organized? Transitory Facilitating work by finding, utilizing, managing & nurturing the best talent sources from disparate sources. Pull Mind-Set Low Worker Involvement Source: The Career Management Framework, Bersin by Deloitte, 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 8
9 The career management framework Career management is more than career paths and job families Source: The Career Management Framework, Bersin by Deloitte, 2016 Where L&D is likely to be involved Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 9
10 Polling question #2 What type of career model is primarily used in your organization? Structured Flexible Open Transitory Don t know/not applicable Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 10
11 Careers and learning Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 11
12 Learning organization maturity model Learning organization refers to the organization as a whole entity that embraces continuous learning and development 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 6% 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 20% Responsive/Contextualized Effects change through Creating Employee-Centric Learning Design Thinking Applied to Employee-Development Initiatives Focus on Implementing Transparent Systems & Processes That Personalize Development 39% 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 35% Source: The 2017 High-Impact Learning Organization Maturity Model, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 12
13 Factors affecting learning organization maturity 12 dimensions were positively correlated to both business outcomes and learning experience outcomes 4Factors Designed Growth Engineered Exploration Guided Adaptation Accelerated Evolution Focuses on employee performance in current role Clearly defines decision-making authority at all levels Leverages work for employee development Encourages and rewards risk-taking 12 Dimensions Focuses on long-term employee career development Utilizes design thinking for employee development Offers high-value development opportunities Allows employees influence over tasks Employs stretch assignments Gathers performance data in several ways Uses mistakes as learning opportunities Rewards development Source: The 2017 High-Impact Learning Organization Maturity Model, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 13
14 Factor 1: Designed growth Intentionally creates the culture, conditions, and learning experiences that foster enduring employee development LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Net Promotor Score Non L&D L&D -33 Source: L&D: Radical Change or Get Out of the Game, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 14
15 Factor 2: Engineered exploration Encourages & rewards employees to explore skills, roles, and knowledge that can help them develop in ways they would like to grow Engineered Exploration Dimensions Stretch assignments used 23% 42% 49% 81% Influence over tasks assigned 17% 27% 35% 69% Clear on decisionmaking ability 15% 26% 32% 69% Source: L&D: Radical Change or Get Out of the Game, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 15
16 Factor 3: Guided adaptation Provides employees with data, knowledge, and guidance needed to continuously improve performance Experiential learning methods Level 4 Level 3 91% 85% 85% 79% 88% 85% 84% 85% Level 2 Level 1 44% 57% 57% 53% 61% 43% 58% 48% 58% 55% 64% 56% 36% 31% 29% 35% 22% 20% 18% 22% 4% 12% 10% 7% External job swaps Apprenticeships Job shadowing Job rotations Assessments Mentoring Conferences On-the-job assignments Source: L&D: Radical Change or Get Out of the Game, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 16
17 Factor 4: Accelerated evolution Encourages and rewards measured risk taking; views mistakes as data for improving work Learner Experience Items Related to Accelerated Evolution 29% 43% 50% Try out New Skills 91% 34% 47% 50% Learn on the Fly 91% Level 4 Level 3 Level 2 Level 1 Source: L&D: Radical Change or Get Out of the Game, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 17
18 Polling question #3 Which of the four factors discussed presents the biggest challenge to your organization? Designed growth Intentionally creating the culture, conditions, and learning experiences that foster enduring employee development Engineered exploration Encouraging and rewarding employees to explore skills, roles, and knowledge that will help them develop in ways they would like to grow Guided adaptation Providing employees with data, knowledge, and guidance needed to continuously improve performance Accelerated evolution Encouraging and rewarding measured risk taking; viewing mistakes as data for improving work Don t know/not applicable Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 18
19 Tools, technology, and analytics Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 19
20 The continuous learning technology stack The technologies used for L&D are expanding rapidly Source: The Continuous Learning Technology Stack: Thinking outside the LMS, Bersin by Deloitte, July 2015 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 20
21 Career management technology landscape And technologies to enable careers are emerging High worker involvement Push mind-set Pull mind-set Low Worker Involvement Integrated talent management system Front-end or middleware platforms Workforce management platforms Specialized software Other options Source: The Career Management Technology Landscape, Bersin by Deloitte, October 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 21
22 Metrics that matter to business leaders Mature organizations use a wider variety of data More valuable Less valuable Source: The State of Learning Measurement, Bersin by Deloitte, 2015 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 22
23 Holistic learning measurement Data collection isn t just something done at the end of a course Resource hours to develop/deliver Cost of development per minute/hour Cost to develop/deliver Cost per participant Time to develop Total enrollments Efficiency (L&D) Learning offerings correspond to competency model Managers support participation among team members Program objectives align with business needs Learning has strong executive sponsors Effectiveness (learners) Alignment (managers/l eaders) New behaviors reflect what was introduced in a learning offering New knowledge and skills Learner satisfaction Adoption Outcome (the business) Key performance indicators (KPIs) Revenue Profitability and growth Market share Customer/satisfaction Employee engagement/retention Productivity Source: The State of Learning Measurement, Bersin by Deloitte, 2015 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 23
24 Polling question #4 Which is the most challenging to measure at your organization? Effectiveness Efficiency Alignment Outcomes Don t know/not applicable Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 24
25 How L&D needs to adapt Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 25
26 So what does this mean for L&D? Do different stuff Content Activity Courses Conformity Control Conditions Outcomes Experiences Empowerment Stewardship Source: L&D: Radical Change or Get Out of the Game, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 26
27 So what does this mean for L&D? Learn different skills Conditions capabilities Business capabilities Performance capabilities Designed growth Engineered exploration Guided adaptation Accelerated evolution Results Source: L&D: Radical Change or Get Out of the Game, Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 27
28 Polling question #5 Which L&D capabilities are most lacking in your organization? Conditions capabilities (e.g., maintaining a tech stack, continuously sensing) Business capabilities (e.g., strategy development, budget allocation, marketing) Performance capabilities (e.g., performance consulting, performance improvement) We re great at all of these capabilities Don t know/not applicable Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 28
29 Question and answer Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 29
30 Join us September 6 at 2 p.m. ET as our HR Executives series presents: Leadership disrupted: Pushing the boundaries Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 30
31 Eligible viewers may now download CPE certificates. Click the CPE icon in the dock at the bottom of your screen. CPE Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 31
32 This webcast has been approved for 1 (General) recertification credit hour toward PHR, SPHR and GPHR recertification through the HR Certification Institute. To obtain the program ID, click on the HRCI link in the Downloads and Links window and submit your request. The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be preapproved for recertification credit. Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 32
33 Contact information Dani Johnson VP, Learning and Career Research Deloitte Consulting Jennifer Stempel Managing Director Deloitte Consulting LLP Connect with me on LinkedIn Connect with me on LinkedIn Burt Rea Managing Director Deloitte Consulting LLP Connect with me on LinkedIn Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 33
34 This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation. Copyright 2017 Deloitte Development LLC. All rights reserved. Careers and learning in the digital age 34
35 About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a detailed description of DTTL and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright 2017 Deloitte Development LLC. All rights reserved. 36 USC
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