Reconnecting L&D to Learners 3 things to do on Monday. Todd Tauber, VP Learning Research April 28, 2015

Transcription

1 Reconnecting L&D to Learners 3 things to do on Monday Todd Tauber, VP Learning Research April 28, 2015

2 Agenda L&D has a marketing problem 2 Three things to do on Monday 1. Get to know all our customers 7 2. Build compelling brands Reimagine the learning experience 17 What happens #IMPACTHR Employee-centric learning at Bank of America 25 1 IMPACT 2015 THE BUSINESS OF TALENT

3 L&D has a marketing problem The real challenge with learner engagement 2 IMPACT 2015 THE BUSINESS OF TALENT

4 Engaging learners is a marketing problem 66% of L&D leaders say they re having a hard time getting workers to engage with corporate learning Source: Bersin by Deloitte, Three Marketing Lessons for Learning and Development (webinar), 9/2014 only 18% say it s not a problem 3 IMPACT 2015 THE BUSINESS OF TALENT

5 The problem is, L&D has competition now 43% of professionals look for learning opportunities outside their company at least half the time Source: SkilledUp, Who Chooses Professional Training: The Real Story, 3/ IMPACT 2015 THE BUSINESS OF TALENT

6 Here s how we can win Get to know our customers Build compelling brands Reimagine learning experiences Source: Bersin by Deloitte, Reconnecting L&D to Learners, 4/ IMPACT 2015 THE BUSINESS OF TALENT

7 The real goal is not engaging learners it s connecting learning to performance Learners More engaged L&D Better aligned More efficient More effective Performance Higher quality More productive More innovative More agile More profitable Source: Bersin by Deloitte, The High-Impact Learning Organization Primer, 3/2012 Bersin by Deloitte, High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, 6/ IMPACT 2015 THE BUSINESS OF TALENT

8 Get to know all our customers The consumers, the buyers and the influencers 7 IMPACT 2015 THE BUSINESS OF TALENT

9 Address consumers, buyers and influencers Employees consume learning Managers influence learning Executives pay for learning (me) (my boss) (his boss) Source: Bersin by Deloitte, Reconnecting L&D to Learners, 4/ IMPACT 2015 THE BUSINESS OF TALENT

10 Learn all about the learners Fewer than 33% of L&D organizations understand their audiences Knowledge Skills Career goals Business objectives Habits Preferences Priorities Work environment Source: Bersin by Deloitte, Key Findings: Becoming a High-Impact Learning Organization, 8/ IMPACT 2015 THE BUSINESS OF TALENT

11 Enlist executives through impact not learning activity 96% 61% 74% 82% 22% 28% Reactions Learning Application ROI Efficiency Impact Source: ATD / ROI Institute, Measuring What Matters: How CEOs View Learning Success, 12/2010 Question: What should be reported that isn't being reported now? 10 IMPACT 2015 THE BUSINESS OF TALENT

12 Get the managers involved Only19% of L&D professionals say they involve front-line managers in planning or reviewing their organizations learning initiatives Source: Bersin by Deloitte, The State of Learning Measurement 2015, 6/ IMPACT 2015 THE BUSINESS OF TALENT

13 Build compelling brands Brands are much more than names, logos and tag-lines 12 IMPACT 2015 THE BUSINESS OF TALENT

14 Find out why people are reluctant to engage Employees don t have or make time Managers don t encourage or enable Lack of awareness of offerings Difficulty finding relevant offerings Executives don t support or reward Learning isn t engaging or relevant 32% 29% 64% 64% 58% 88% Source: Bersin by Deloitte, Three Marketing Lessons for Learning and Development (webinar), 9/2014 Question: Why do you think people in your organization are reluctant to engage with L&D offerings? 13 IMPACT 2015 THE BUSINESS OF TALENT

15 Define brands that inspire, influence and compel Only15% of employees feel like the training they get at work is preparing them for their next position Source: Saba Software / WorkplaceTrends.com, Global Workforce Leadership Survey, 3/ IMPACT 2015 THE BUSINESS OF TALENT

16 Build brands systematically Activate + Sustain Compel them to act Position + Promote Influence how they behave Define + Shape Inspire how people feel Source: Bersin by Deloitte, Reconnecting L&D to Learners, 4/2015 Prophet Brand Strategy, Strong Brands, 6/ IMPACT 2015 THE BUSINESS OF TALENT

17 Invest in earning people s time and attention Some next-gen learning solutions have much higher scores Detractor Promoter The average LMS has a net promoter score of -34 Source: The Starr Conspiracy Intelligence Unit, The Enterprise Learning Buyer, 6/2014 PandoDaily, Lynda.com levels up, hiring its first ever CRO while IPO rumors loom, 8/ IMPACT 2015 THE BUSINESS OF TALENT

18 Reimagine the learning experience Before, during and after programs, courses or LMSs 17 IMPACT 2015 THE BUSINESS OF TALENT

19 Refocus on what happens before and after % of staff focused on Admin & operations Before learning (Inspire) During learning (Influence) After learning (Compel) Strategic L&D organizations 25% 24% 39% 12% Reactive L&D organizations 40% 16% 37% 8% Source: Bersin by Deloitte, High-Impact Learning Organization survey, 8/ IMPACT 2015 THE BUSINESS OF TALENT

20 Shift our perspectives to what customers want Before During After We want to Inspire Influence and Compel They want to Discover Learn and Grow intend consider find access apply advocate Source: Bersin by Deloitte, Reconnecting L&D to Learners, 4/ IMPACT 2015 THE BUSINESS OF TALENT

21 Go beyond to turn have to into want to Effectiveness Inspire (before) Influence (during) positive experience Compel (after) social media events direct to managers via HR Business Partners catalogs posters webinars LMS notifications Use Source: Bersin by Deloitte, Three Marketing Lessons for Learning and Development (webinar), 9/2014 Question: Which channels do you use to promote learning and development? / Which are most effective? 20 IMPACT 2015 THE BUSINESS OF TALENT

22 Own the entire experience Emerging roles in L&D Inspire (Before) Influence (During) Compel (After) Product Manager Social Learning Catalyst Learning Experience Manager Source: Bersin by Deloitte, Reimagining L&D Capabilities to Drive Continuous Learning, 3/ IMPACT 2015 THE BUSINESS OF TALENT

23 What happens next Conclusions and next steps 22 IMPACT 2015 THE BUSINESS OF TALENT

24 L&D can compete and win Get to know our customers engagement (me) support (my boss) alignment (his boss) Build compelling brands Reimagine learning experiences Source: Bersin by Deloitte, Reconnecting L&D to Learners, 4/ IMPACT 2015 THE BUSINESS OF TALENT

25 The first step is to change how we think Stephanie Demiris Director, Global Learning & Engagement Deckers Brands We just don't view our job as teaching people. We really view our job as inspiring people to learn. If we can get that right, the rest of it sort of comes. Source: Bersin by Deloitte, Three Marketing Lessons for Learning and Development (webinar), 9/ IMPACT 2015 THE BUSINESS OF TALENT

26 Reinventing the learner experience Employee-centric learning at Bank of America 25 IMPACT 2015 THE BUSINESS OF TALENT

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