The 2017 High-Impact Learning Organization Maturity Model: Ways Mature Organizations Develop Employees

Transcription

1 The 2017 High-Impact Learning Organization Maturity Model: Ways Mature Organizations Develop Employees Dani Johnson VP Learning and Career Research Bersin by Deloitte, Deloitte Consulting LLP

2 If the rate of change on the outside exceeds the rate of change on the inside, the end is near. Jack Welch

3 the ah-has the new model things that affect maturity how this new reality impacts L&D

4 The Ah-has.

5 We found that 1 work and learning are converging Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 4

6 We found that 1 work and learning are converging 2 which leads to a broader definition of learning organization Learning Organization L&D Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 5

7 We found that 1 work and learning are converging 2 which leads to a broader definition of learning organization Learning Organization = Organization that learns Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 6

8 We found that 1 work and learning are converging 2 3 which leads to a broader definition of learning organization making lots of traditional L&D things less impactful than before Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 7

9 We found that work and learning are converging which leads to a broader definition of learning organization making lots of traditional L&D things less impactful than before FutureCareer DesignThinking LearningFromWork High-ValueLearning PerformanceData DecisionMaking MistakesAsOpps RewardsDevelopment StretchAssignments Risk-Taking InfluenceTasks CurrentRole Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 8

10 We found that 1 work and learning are converging 2 3 which leads to a broader definition of learning organization making lots of traditional L&D things less impactful than before Design Thinking Mistakes As Opps Future Career Learning From Work Rewards Development Stretch Assignments Influence Tasks Current Role High-Value Learning Performance Data Decision Making Rewards Risk-Taking Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 9

11 We found that 1 work and learning are converging 2 3 which leads to a broader definition of learning organization making lots of traditional L&D things less impactful than before Design Thinking Mistakes As Opps Future Career Learning From Work Rewards Development Stretch Assignments Influence Tasks Current Role High-Value Learning Performance Data Decision Making Rewards Risk-Taking 4 leaving the fate of L&D in the new learning organization potentially tenuous Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 10 Copyright 2017 Deloitte Development LLC. All rights reserved

12 The Learning Organization Maturity Model

13 B e r s i n b y D e l o i t t e Learning Organization Maturity Model Level 4 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 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 2 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 1 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 Source: Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 12

14 B e r s i n b y D e l o i t t e Level 1: Episodic / Programmatic Learning Organization Maturity Model Level 4 Level 3 Anticipatory / Flow Continuous / Empowering Effects change through: Courses and programs Level 2 Level 1 Responsive / Contextualized Episodic / Programmatic Focuses on: Enabling performance in current role Source: Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 14

15 B e r s i n b y D e l o i t t e Level 2: Responsive / Contextualized Learning Organization Maturity Model Level 4 Level 3 Anticipatory / Flow Continuous / Empowering Effects change through: Creating employee-centric learning Level 2 Level 1 Responsive / Contextualized Episodic / Programmatic Focuses on: Implementing transparent systems & processes that personalize development Source: Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 15

16 B e r s i n b y D e l o i t t e Level 3: Continuous / Empowering Learning Organization Maturity Model Level 4 Level 3 Anticipatory / Flow Continuous / Empowering Effects change through: Empowering individualdriven development Level 2 Level 1 Responsive / Contextualized Episodic / Programmatic Focuses on: Creating conditions that enable development Source: Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 16

17 B e r s i n b y D e l o i t t e Level 4: Anticipatory / Flow Learning Organization Maturity Model Level 4 Level 3 Level 2 Level 1 Anticipatory / Flow Continuous / Empowering Responsive / Contextualized Episodic / Programmatic Effects change through: Anticipating needs, augmenting & leveraging the developmental opportunities intrinsic in work Focuses on: Supporting employees ability to evolve and adapt Source: Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 17

18 B e r s i n b y D e l o i t t e Learning Organization Maturity Model Level 4 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% Level 3 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% Level 2 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 39% Level 1 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% Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 18

19 B e r s i n b y D e l o i t t e Level Comparisons: 2012 to 2017 Level 4 HILO 2012 HILO 2017 Org Capability Development Anticipatory / Flow Level 3 Talent & Performance Improvement Continuous/Empowering Level 2 Training & Development Excellence Responsive / Contextualized Level 1 Incidental Training Episodic / Programmatic Source: Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 19

20 What affects maturity?

21 Factors Affecting Maturity Factor 1: Factor 2: Factor 3: Factor 4: Designed Growth Engineered Exploration Guided Adaptation Accelerated Evolution Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 22

22 Designed Growth Intentionally creates the culture, conditions, and learning experiences that foster enduring employee development Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 23

23 Designed Growth Intentionally creates the culture, conditions, and learning experiences that foster enduring employee development DIMENSIONS Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or or Get Out of of the Game 24

24 Net Promotor Score Designed Growth Intentionally creates the culture, conditions, and learning experiences that foster enduring employee development LEVEL 1 LEVEL 2 LEVEL 3 LEVEL Non L&D L&D -33 Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 25

25 Engineered Exploration Encourages & rewards employees to explore skills, roles, and knowledge that will help them develop in ways they would like to grow. Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 26

26 Engineered Exploration Encourages & rewards employees to explore skills, roles, and knowledge that will help them develop in ways they would like to grow. DIMENSIONS 6 Clearly defines decision-making authority at all levels 7 Allows employees influence over tasks 8 Employs stretch assignments Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 27

27 Engineered Exploration Dimensions Engineered Exploration Encourages & rewards employees to explore skills, roles, and knowledge that will help them develop in ways they would like to grow. Stretch assignments used Influence over tasks assigned Clear on decisionmaking ability 81% 69% 69% 23% 42% 49% 17% 27% 35% 15% 26% 32% Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 28

28 Guided Adaptation Provides employees with data, knowledge, and guidance needed to continuously improve performance Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 29

29 Guided Adaptation Provides employees with data, knowledge, and guidance needed to continuously improve performance DIMENSIONS 9 10 Using work for development Collecting performance data in several ways Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 30

30 Experiential Learning Methods Guided Adaptation Provides employees with data, knowledge, and guidance needed to continuously improve performance 85% 91% 85% 79% 85% 88% 84% 85% 4% 7% 10% 12% 20% 22% 36% 31% 18% 29% 44% 57% 22% 35% 53% 57% 43% 61% 48% 58% 55% 58% 56% 64% External job swaps Apprenticeships Job shadowing Job rotations Assessments Mentoring Conferences On-the-job assignments Source: Bersin by Deloitte, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. L&D: Radical Change or Get Out of the Game 31

31 Accelerated Evolution Encourages and rewards measured risk taking; views mistakes as data for improving work Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 32

32 Accelerated Evolution Encourages and rewards measured risk taking; views mistakes as data for improving work DIMENSIONS Encourages and rewards risk-taking Uses mistakes as learning opportunities Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 33

33 Learner Experience Items Related to Accelerated Evolution Accelerated Evolution Encourages and rewards measured risk taking; views mistakes as data for improving work Learn on the Fly Try Out New Skills 91% 91% Level 4 29% 43% 50% 34% 47% 50% Level 3 Level 2 Level 1 Try out New Skills Learn on the Fly Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 34

34 Effects on Business and Experience Outcomes Organizations who do these well are X times more likely to have strong Factor 1: Designed Growth Factor 2: Engineered Exploration Factor 3: Guided Adaptation Factor 4: Accelerated Evolution 5X business outcomes 3X business outcomes 3X business outcomes 2X business outcomes 10X learner experience outcomes 4X learner experience outcomes 3X learner experience outcomes 2X learner experience outcomes Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out of the Game 35

35 So what does this mean for L&D?

36 Do different stuff. Content Activity Courses Conformity Control Conditions Outcomes Experiences Empowerment Stewardship Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out Presentation of the Game title [To edit, click View > Slide Master > Slide master1] 37

37 Learn different skills. Conditions Capabilities Business Capabilities Performance Capabilities Designed Growth Engineered Exploration Guided Adaptation Accelerated Evolution Results Copyright 2017 Deloitte Development LLC. All rights reserved. Source: Bersin by Deloitte, 2017 L&D: Radical Change or Get Out Presentation of the Game title [To edit, click View > Slide Master > Slide master1] 38

38 Learning is not compulsory neither is survival. W. Edwards Deming

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