High-Impact Learning Culture - PDF Free Download

About Bersin & Associates Who We Are Bersin & Associates is an industry research and consulting company focused on helping organizations understand and apply best practices in L&D and talent management to improve effectiveness, efficiency, and performance. Practice Areas Learning & Development Leadership & Succession Talent Management Talent Acquisition Human Resources Offerings Comprehensive Research and Tools WhatWorks Research Membership Consulting Benchmarking Workshops Copyright 2010 Bersin & Associates. All rights reserved. Page 2

Bersin WhatWorks Membership Program Learning & Development Talent Management Leadership & Succession Talent Acquisition Human Resources (coming) Member Success Program Research and Tools Frameworks, Maturity Models, High Impact Research Programs, Factbooks Scorecards, checklists, forms, RFP s, selection guides, case studies, solution provider library Advisory Services Ask the Experts, Business Impact Workshops Analyst Advisory Calls Networking and Professional Development Member Roundtables, Peer Connection, IMPACT Conference, Bersin Lexicon, Analyst Blogs Consulting Services Strategy Development, Executive Alignment, Benchmarking, Systems Selection and Roadmap, Measurement Strategy and Programs Copyright 2010 Bersin & Associates. All rights reserved. Page 3

Our Research in High-Impact L&D High-Impact Learning Organization HILO High-Impact Learning Measurement HILM High-Impact Learning Practices HILP Enterprise Learning Framework MELI High-Impact Learning Culture HILC The Corporate Learning Factbook Copyright 2010 Bersin & Associates. All rights reserved. Page 4

Agenda Today s business and workforce environment Impact on employees and workers Impact on L&D and HR Four keys to organizational success Deep specialization Career development Talent mobility New models of leadership The New High-Impact Learning Organization A new role in the organization Building a continuous learning model Embracing social and informal learning Focus on a new set of disciplines Role of a learning culture Copyright 2010 Bersin & Associates. All rights reserved. Page 5

Forces for Transformative Change Business Climate Growth Expansion Globalization THE ECONOMY Product Launch Regulation HR and L&D Leaders Workforce Changes Millenials Teamwork Competitive Multi-Gen Workforce Retiring Boomers Merger Acquisition Restructure Reorganization New Leadership Organization Dynamics Competencies PC, Browsers Mobile HR Systems Social Networking Technology Copyright 2010 Bersin & Associates. All rights reserved. Page 6

2010 Business Environment Innovation, globalization, expansion, within budgets What Are Your Organization s Top Business Challenges for 2010? Financial pressure to cut costs Severe business downturn Competitive threats Need to Accelerate Innovation Declining margins Diminished access to capital New top management team Launching new products and services Global expansion Acquisition or mergers Rapid business growth 6% 5% 10% 13% 10% 9% 12% 13% 17% 13% 13% 16% 19% 25% 24% 22% 24% 24% 32% 41% 41% 100% increase 4-fold increase +90% increase 60% 44% of organizations are focused on new products & services up from 23% last Qtr - highest % in two years 52% see accelerating growth vs. 38% last year June 2010 Bersin & Associates, Corporate TalentWatch May 2009 Research, Senior HR and Business Executives, 1/2010 Copyright 2010 Bersin & Associates. All rights reserved. Page 7

The New Workforce and New Workplace Workforce Multi-Generational Global Interconnected Mobile Transient New Models for Career Workplace Interconnected Dynamic Performance-driven New Leadership More Specialized New Models for HR Candidate Manager Peer Partner Mentor Customer Employee Copyright 2010 Bersin & Associates. All rights reserved. Page 8

Leadership & Capability Gaps What Are Your Organization s Top Talent Challenges for 2010? Creating a Performance-Driven Culture 60% 65% Gaps in the Leadership Pipeline New Skills for Product and Business Changes 56% 51% 66% 74% #1 Skills Gap in Critical Positions Difficulty Filling Key Positions 32% 46% 44% 56% #2 Managing layoffs and downsizing 18% 33% Low engagement or employee dissatisfaction Retirement of Key Workers Retention in Key Positions 35% 38% 31% 25% 36% 25% Q2 2010 Q2 2009 0% 10% 20% 30% 40% 50% 60% 70% 80% Bersin & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, 6/2010 Copyright 2010 Bersin & Associates. All rights reserved. Page 9

Urgency to Globalize Automobile Sales U.S. vs. China Million Vehicles Sold 20 18 16 14 12 10 8 6 4 2 0 U.S. 13.0 million 10.3 million China 2001 2002 2003 2004 2005 2006 2007 2008 2009 Copyright 2010 Bersin & Associates. All rights reserved. Page 10

Need for Informal Learning Which learning approaches drive the greatest business value in your organization? On the job experience 60% On the job mentoring, projects, rotation Coaching by supervisor Formal training - company provided 28% 36% 33% Peers, friends, personal networks Formal training - outside provider Bersin & Associates, High-Impact Learning Practices n=1,100, www.bersin.com/hilp User generated materials Corporate documentation 4% 3% 8% 14% 72% of companies believe their most valuable learning approaches are informal, yet only 30% of resources are focused here 0% 10% 20% 30% 40% 50% 60% 70% Copyright 2010 Bersin & Associates. All rights reserved. Page 12

How the Economy Changes L&D Total Spending on Corporate L&D E-Learning LMS Virtual Classroom Content Development Rationalized E-Learning Blended Learning Learning Portals Classrooms come back Collaboration Social Networks Communities of Practice Blogs and Wikis Virtual Classroom Informal Learning 12-15% Drop in 2 Years 20-22% Drop in 2 Years 2000-2001 Recession 2008-2009 Recession Copyright 2010 Bersin & Associates. All rights reserved. Page 13

Evolution of Enterprise Learning Change in Disciplines, Technologies, and Strategies We are Here Get Materials Online Expand, Blend Improve E-Learning Solve Talent Problems Informal Learning Skills & Specialization Rich Catalog University Building Deep and Integrated Alignment with the Business Career Development Learning Paths Competency-Based Deep Specialization Role-Based Learning Leadership Development Instructional Design Kirkpatrick Selecting and Implementing E-Learning and Get Materials the LMS Online Rapid E-Learning Information vs. Instruction Integrating Adapting, and InteractivityEnriching Blended Simulation Blended Learning Learning Search, Collaboration, Community Understanding Integrating Information Architecture Multi-Generational and Aligning Workforce, with Collaborative / Social Informal Learning, Talent Learning, Content Mgt, Management Rich Media and Globalization 1 LMS E-Learning Platform 2 LMS Enterprise Learning Platform 3 Learning Portal Blogs, Wikis, 4 Twitter, Mobile, and Social Networks 2001 2004 2007 2010 Copyright 2010 Bersin & Associates. All rights reserved. Page 14

Deep Specialization Realization that Expertise drives competitive advantage Specialization improves quality and reduces cost Deep skills are developed through deliberate practice and reinforcement Deep skills come from a wide range of learning and development experiences Career Development in all critical job roles You Cannot Compete with these organizations Copyright 2010 Bersin & Associates. All rights reserved. Page 16

Enabling Specialization at Accenture The foundation for developing skill is supporting deliberate practice for the individual giving people ways to constantly work on their growing edge. Proficiency Level Level 4 Expert Level 3 Advanced Level 2 Proficient Level 1 Novice Level 0 Trained SME role in Community of Practice and training development Advise on varied cases; collaborate w/peers to advance specialty Job assignments focus on breadth across contexts; QA review work in specialty area Teach and mentor others Job assignments focus on growth: increased complexity, functional or technical area Share problems/stories with peers & more experienced practitioners Hands-on Classroom learning or simulations Realistic work tasks with feedback Online Learning, Knowledge Assets build body of knowledge Practice activities with feedback build basic skills Experience & Collaboration Training Copyright 2010 Bersin & Associates. All rights reserved. Page 17

Value of Career Development Manage your Own Career Damages Organizational Performance % Improvement in business impact 25% 20% 15% 10% 5% 0% -5% Average Business Impact (12 measures) Engagement and retention A Career Development Strategy Individually Manager Level Business Unit Level Enterprise Level -10% -15% Manage your Own Career -20% Copyright 2010 Bersin & Associates. All rights reserved. Page 18

Cisco Sales Career Development Corporate Leadership Development Program Designation or Certification Senior Peer Review Board Web 2.0 Collaboration On-Demand Video Communities of Practice Real-world and peer review Job Performance Sales outcomes representative Skills and Knowledge outcomes Expert Mastery (real-world simulations, advanced topics) Peer-based Gated Assessment Business Outcome Challenge #1 Account Manager Sales Leader Advanced (requirements, simulations, assignments, resources) Peer-based Gated Assessment Business Outcome Challenge #1 Foundational Program (requirements, electives, resources) Technical Specialist Technical Leader Coaching and Mentoring Pre-Assessment Place Individual on the Roadmap Role-Specific Competency Models Cisco Learning Platform: Develop, Manage, Administer, Measure Talent Management Integration Copyright 2010 Bersin & Associates. All rights reserved. Page 19

Strategic Development Planning Succession Management Career Management or Leadership Development VALUES STRATEGIC INITIATIVES DESIRED BUSINESS OUTCOMES MISSION VISION ORGANIZATION NEEDS DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) OPEN POSITIONS & OPPORTUNITIES Individual Development INDIVIDUAL Plan (IDP) DEVELOPMENT PLAN (IDP) INDIVIDUAL NEEDS / DESIRES DEVELOPMENT NEEDS STRENGTHS ANNUAL GOALS MOBILITY CAREER ASPIRATIONS Strategic Competencies Organizational Planning / Restructuring Career & Succession Management Performance Management Copyright 2010 Bersin & Associates. All rights reserved. Page 21

Impact of Development Planning Organizations with highly effective development planning significantly outperform those without. With Without Voluntary Turnover 8% 11% Turnover among High-Performers 2% 3% Ability to develop great leaders 23% 7% Ability to plan for future talent needs 22% 6% Median Revenue per Employee $169,000 $82,800 Copyright 2010 Bersin & Associates. All rights reserved. Page 22

Talent Mobility as Business Strategy Evolve from succession thinking to transparent talent mobility Career management at all levels of the organization Move from pinball machine to a deterministic model for talent Transparent information and discussions about people Copyright 2010 Bersin & Associates. All rights reserved. Page 23

8 Types of Talent Mobility Top Management Senior Management SMEs (Consultants) Middle Management Senior Specialists First Line Management Functional Specialists / Front-Line Employees Back Office, Operational, Contingent Employees Copyright 2010 Bersin & Associates. All rights reserved. Page 25

8 Types of Talent Mobility Top Management Part Time Loan SMEs (Consultants) Stretch Assignment Senior Specialists Senior Developmental Management Assignment Middle Management Lateral Promotion First Line Management Upward Functional Specialists Promotion/ Front-Line Employees Lateral Assignment New Back Office, Operational, Contingent Employees Assignment External Assignment Copyright 2010 Bersin & Associates. All rights reserved. Page 26

New Leadership Models New competencies for success: global awareness, innovation, collaboration, change, disruption Action learning takes the lead: cohorts, real-world assignments Mentorship: leaders teaching leaders, apprenticeships, facilitate changing of the guard Copyright 2010 Bersin & Associates. All rights reserved. Page 27

How L&D Drives Success Organizational Learning Agility Individual Specialization and Skills A Set of Learning Programs within a Learning Architecture A Learning Environment which Facilitates and Supports Learning Copyright 2010 Bersin & Associates. All rights reserved. Page 29

The Modern Learning Model Expert Social Learning Continuous Learning Coaching Mentoring Communities of Practice Career Curriculum On Demand Learning Job Aids Training Event Novice Traditional Training Time Copyright 2010 Bersin & Associates. All rights reserved. Page 30

The Traditional Way Organization, Governance, and Management Approaches Learning Programs Formal Program Design (ADDIE or other) Disciplines of L&D (Instructional Design, Kirkpatrick, ) Tools and Technology (LMS, Development Tools, ) Learning Architecture Copyright 2010 Bersin & Associates. All rights reserved. Page 32

A New Model Organization, Governance, and Management Approaches Formally Designed Training Learning Programs Audiences, Problems, and Environment On-Demand Informal Social 20% 80% New Disciplines New Tools Tools and and Technology Learning Culture Embedded Learning Architecture Bersin & Associates Enterprise Learning Framework Copyright 2010 Bersin & Associates. All rights reserved. Page 33

Bersin & Associates Enterprise Learning Framework Organization, Governance, and Management Learning Programs Audiences & Environment Approaches Formal Instructor Led Training Virtual Classroom Games Simulations Testing & Evaluation E-Learning Disciplines Tools & Technology Culture Jobs Leadership Development Management Roles Performance Consulting Instructional Designs LMS, LCMS Learning Portals Talent Mgt. Systems Technical Professional Competencies Executive Support Learning integrated With Business Planning Career Development Proficiencies On-Demand E-Learning Search Books, Articles Videos Podcasts Learning/Knowledge Portals Information Architecture Knowledge Management Content Development Content Management Development Planning Knowledge Sharing Onboarding Compliance Preferences Collaboration Social Networking Customer Service Sales Demographics Informal Social Wikis, Blogs, Forums Expert Directories Social Networks Communities of Practice Conferences &Colloquium Coaching & Mentoring Content Development Program Management Rich Media Mobile Performance and Talent Management Customer Listening Project and Process Product Knowledge Geographies Change Management Community Management Assessment Search, Tagging Systems IT Skills Business Problems Embedded Performance Support Feedback Rotational Assignments After Action Reviews Quality Circles Development Planning Performance Support Virtual Classroom Innovation Programs Mentoring and Knowledge Sharing Customer Education Channel Training Measurement & Evaluation Business Intelligence Reporting and Analytics Measurement Sustems Employee Feedback Learning from Mistakes Learning Architecture Copyright 2010 Bersin & Associates. All rights reserved. Page 34

The Challenge: Communities of Practice Informal Learning Concepts Portals And Wikis Mobile Devices Social Networking Tools Community Management approaches Corporate Learning culture New forms of governance and ownership New models for instructional design New software Platforms Information Architecture And What Else? Search, Tagging, Rating Taxonomies Copyright 2010 Bersin & Associates. All rights reserved. Page 35

The Bank Examiner: Critical Role 40% have under 5 years experience 40% have more than 20 years of experience Only 20% have 5-20 years of experience Solution: A Knowledge Sharing Culture, System, and Program Copyright 2010 Bersin & Associates. All rights reserved. Page 39

Culture and Systems for Knowledge Sharing and Deep Expertise New Examiner commissioning process Assigned coaches and peers for all new examiners Lessons learned videos posted by experts Quizzes required after each video is viewed Volunteers contribute information to each lesson Collaboration days Communities of practice After-Action Reviews Internal Social Networking and Knowledge Sharing Copyright 2010 Bersin & Associates. All rights reserved. Page 40

Lessons Learned - Culture Need for Chief Culture Officer to tie together rewards, incentives, rules, and programs for knowledge sharing Learning Executive Council to drive change and ongoing investment Copyright 2010 Bersin & Associates. All rights reserved. Page 41

A New Set of Disciplines Comparing the Top 10% of High-Performing L&D Organizations (n>1,000) #4 Marketing & Communications #3 Business Intelligence / Analytics Business Acumen #1 Knowledge Management #2 Information Architecture Quality/Process Improvement methodologies Systems Thinking Project Management #5 Performance Consulting Coaching & Feedback Skills Development of Rich Media (ex: audio, video, Instructional Design 3.1 2.8 3.2 2.6 2.6 2.7 2.9 3.4 3.1 3.2 2.8 3.5 4.2 4.0 4.1 3.8 3.8 3.7 4.0 4.3 4.2 4.3 3.9 4.4 Modern High Performance Learning Organizations are particularly strong in: Knowledge Management Information Architecture Business Analytics Rich Media New Media Performance Consulting High Impact Learning Practices Bersin, 2009, 1000+ respondents www.bersin.com/hilp All Organizations Top 10% in Impact Copyright 2010 Bersin & Associates. All rights reserved. Page 43

New Reward and Policy Systems Rate and Rate contributions No-one is anonymous Top contributors recognized Sharing information becomes corporate culture Policies for usage Senior Executive Support Copyright 2010 Bersin & Associates. All rights reserved. Page 44

A New Set of Roles Letting go of the Content Design and Delivery Role Employee Portfolio Manager Content Manager (Media) Content Standards Authoring Tools Content System(s) Publishing Tools Information Architecture Performance Consultant Talent Management Expert Community Manager (Interactions) Connection Manager (Directories) Community Management Sharing Guidelines Cultural Reinforcement Rewards and Feedback Monitoring and Standards Systems Integration Interface to IT standards Expert Directories Copyright 2010 Bersin & Associates. All rights reserved. Page 45

A New Technology Architecture Employee Employee Portal Enterprise Social Software Manager Tech Support Talent Mgt System Peer LMS SME Knowledge Database Wiki What I need to know right now. What skills and competencies I need. Who I can ask for help. It s all about me. My job. My role. My assignment. Copyright 2010 Bersin & Associates. All rights reserved. Page 46

Culture Really Matters 52% High Performing Organizations are 3X more likely to have a strong learning culture 18% 24% 3% All Organizations 3% Poor We do not value learning Fair A few locations value learning Good Learning valued in some locations Excellent Learning is highly valued World Class Valued at all levels Strength of Learning Culture 32% 37% 22% 2% 7% High-Impact Organizations Copyright 2010 Bersin & Associates. All rights reserved. Page 48

Lessons on Innovation and Growth Broad Spans of Control Highly Diverse Workforce Flat Organization Structure Secrets of Success for Innovation and Growth Open Dialogue on Decisions Copyright 2010 Bersin & Associates. All rights reserved. Page 50

Learning Opportunities Everywhere Successes Mistakes Role Playing Meetings Manuals Lectures After Action Review Friending Ratings Demonstrations Hundreds of Activities and Case Interview Behaviors Drive Lunch n Websites Whitepapers Studies Organizational Podcast Learns Communities Learningof Wiki s Webinars Practices Experiments Job Rotation Programs Who does training Virtual Performance Support Consulting Training Styles Who is promoted Blogs Tagging WorldsBehaviors Who is rewarded elearning Linking Processes What systems are used Conferences Programs Leadership How communications Classroom Project Post-Mortem Management takes place Customer Data Video Feedback Rewards Goals How leadership behaves Role Models Advice Coaching Mentoring Books Articles Following Play Among 100+ we Peers Search investigated, Job Shadow Instructionswe found Visual Aids Discussion Boards 40 that Really Matter. Social Onboarding Micro-blogs Chalk Talks Networking Collaboration Debates Simulations Journaling Observation Stretch Goal Labs Whether formal, informal or social, in-person or online learning opportunities are holistic Copyright 2010 Bersin & Associates. All rights reserved. Page 51

HILC Methodology Define Business Outcomes Define 100+ Cultural Practices Survey and Interview 1000+ Organizations Compare Practices to Outcomes Identify the top 40 Practices Expose which Practices drive what Outcomes Develop report, tools, scorecards, and HILC assessment Copyright 2010 Bersin & Associates. All rights reserved. Page 52

Business Outcomes Ten Performance Measures we Studied Productivity Innovation Learning Agility Workforce Expertise Time to Market Market Share Customer Responsiveness Customer Satisfaction Customer Input Cost Structure Ability for employees to do more with less. Ability to create new, better products, services, and processes Ability to adapt to market changes and take advantage of opportunities. Ability to grow and maximize employee expertise. Ability to get products out faster. Ability to outperform competition in the market. Ability to meet immediate customer needs quickly and efficiently. Ability to solve customer problems to their expectations. Ability to capture and act on customer needs. Ability to operate efficiently and continuously reduce cost. Copyright 2010 Bersin & Associates. All rights reserved. Page 53

Strong Cultures = High Performers 160.00 Overall Performance at Business Outcomes # o f C o m p a n i e s 140.00 120.00 100.00 80.00 60.00 40.00 20.00 All companies across all 10 outcomes 0.00 1 1.5 2 2.5 3 3.5 4 4.5 5 MEAN (1-5) OVERALL High Performers (Top 10% at Biz Outcomes) HILC Top 10% Copyright 2010 Bersin & Associates. All rights reserved. Page 56

HILCs Leaders in Innovation 140.00 120.00 # of Organizations 100.00 80.00 60.00 40.00 All companies comparing innovation as outcome 20.00 0.00 1 2 3 4 5 INNOVATION (Scale of 1-5) OVERALL High Performers (Top 10% at Biz Outcomes) HILC Top 10% Copyright 2010 Bersin & Associates. All rights reserved. Page 57

Building Trust Organization engaged and committed to goals Organization has core values and beliefs Employees can explain values and beliefs Knowledge can be shared without political risk Employees fell safe in the work environment Encouraging Reflection Organization values mistakes as learning opportunities Organization makes time for reflection after errors Organization analyzes assumptions before decision-making Leaders open to bad news Asking questions is encouraged Decision-making clearly defined Employees have influence over job Empowering Employees Formalizing Learning as Process Demonstrate Learning s Value Organization values people who learn new skills Organization believes time for learning is valuable Employees believe L&D offerings are high value Employees take active role in their own developmen Leaders frequently participate in training programs Most employees have career plans Organization has innovation programs widely used Employees know what L&D programs are available Enabling Knowledge Sharing Customers regularly interviewed and profiled Stories about company history frequently shared Innovations and new solutions widely shared internally Collaboration is considered central part of L&D process Organization surveys employees and acts on findings Customer ideas widely communicated internally Employees given stretch assignments L&D regularly re-evaluates investments Organization hires vigorously from within Executives take interest in employee devt. Culture and fit are used in hiring process Copyright Business 2010 leaders Bersin rotated & Associates. into L&D function All rights reserved. Page 59

An Important Note: Of the 40 practices we identified, only 7 are fully within the responsibility of the L&D organization. 8 are owned by top leadership and 25 are owned by line management. Copyright 2010 Bersin & Associates. All rights reserved. Page 60

High-Impact Learning Culture Model Building Trust Encouraging Reflection Leadership Management Learning Culture Demonstrate Learning s Value Enabling Knowledge Sharing Ability to Learn Empowering Employees Motivation to Learn Formalizing Learning As Process Acquisition + Application of Knowledge and Skills 40 Practices of a High-Impact Learning Culture Business Outcomes Learning Agility ------------------------ Innovation ------------------------ Employee Productivity ------------------------ Customer Satisfaction ------------------------ Customer Responsiveness ------------------------ Customer Input ------------------------ Cost Structure ------------------------ Time to Market ------------------------ Market Share ------------------------ Workforce Expertise Copyright 2010 Bersin & Associates. All rights reserved. Page 61

Organizations with a Strong Learning Culture Significantly Outperform their peers 46% more likely to be first to market (innovation) 37% greater employee productivity (productivity) 34% better response to customer needs (time to market) 26% greater ability to deliver quality products (quality) 58% more likely to have skills to meet future demand 17% more likely to be market share leader (profitability) Copyright 2010 Bersin & Associates. All rights reserved. Page 62

#8 My organization believes that learning new knowledge & skills is a valuable use of time. IMPROVING INNOVATION Hold managers accountable for their role as people developers not just task managers; Hold employees accountable for completion of development goals; Adopt work planning and strategic goal setting processes which account for the people component and which allocate sufficient time and resources for meeting talent needs; Build L&D budgets into the business plan and schedule time for employees development; Hold formal learning programs regularly; don t rely 100% on self-study or e-learning. Copyright 2010 Bersin & Associates. All rights reserved. Page 67

#2 Asking questions is encouraged in my organization. IMPROVING INNOVATION Include a focus on questioning and dialogue skills in leadership development programs. Encourage the creation of additional feedback loops through which employees can share perspectives upward safely. Encourage leaders to contribute to an internal blog and to engage in discussions there. Provide open anonymous tools which enable employees to ask questions without fear of reprisal, and publish answers for all to see. Copyright 2010 Bersin & Associates. All rights reserved. Page 69

Collaborative Leadership at Telus c u l t u r e o f c o l l a b o r a t i o n the TELUS team S H A R E P O I N T 2 0 1 0 L E A R N I N G 2.0 L E A R N I N G 2.0 H A B I T A T C O L L A B O R A T I O N the TELUS team c u l t u r e o f c o l l a b o r a t i o n Copyright 2010 Bersin & Associates. All rights reserved. Page 70

#7 The organization values and rewards employees that learn new knowledge and skills. IMPROVING INNOVATION Create recognition, award, certification, and career development programs which reward training, expertise, certification, mastery; Hold employees accountable to development plans however focus the attention of knowledge and skills gained, not courses completed; Celebrate people who develop themselves and share their knowledge. Capability Managers given top level positions within industry and technology business units Copyright 2010 Bersin & Associates. All rights reserved. Page 71

#6 My organization values mistakes and failures as learning opportunities and provides structured opportunities for reflection. IMPROVING INNOVATION Encourage leaders to talk about the value of good mistakes. Help the organization to design work processes that allow for time to reflect on what worked and what did not work along the way. For example: after-action reviews, project post-mortems, customer surveys; Incorporate reflective learning cycles into learning programs; use journaling as a tool for teaching reflection skills.. Teach managers and leaders to give constructive feedback and to receive feedback as a gift. Teach managers to monitor and evaluate HOW work is done, not just WHAT is accomplished. Copyright 2010 Bersin & Associates. All rights reserved. Page 72

Values Matter at ING Direct The Orange Code from CEO We are new here. Every day is a new beginning, a new set of challenges, a change to reinvent ourselves. Our mission is to help people take care of the wealth they make. Money is the fruit of work, and saving it is fundamental to freedom. We will be fair. Everyone will be treated equally here. We will constantly learn. Every experience we have will make us wiser and better at what we do. We will change and adapt and dwell only in the present and in the future. We are nourished by thinking about what can be done. We will listen; we will invent; we will simplify. Our customers can make us better if we let them. But we must first understand them. We will never stop asking why or why not. Nothing can be sacred here except for our mission. We will create wealth for ourselves too, but we will do this by creating value. Profit is proof that we are fulfilling our mission. We will tell the truth. We can t succeed without the trust of our customers. We will be for everyone. To be our customer, people need only a dollar and the will to be independent. We aren t conquerors we are pioneers. We are not here to destroy we are here to create. We have competitors, not enemies. We came here to offer people a choice. We will never be finished. Copyright 2010 Bersin & Associates. All rights reserved. Page 73

Bottom Line High-Impact L&D programs combine expertise in design, architecture, implementation, and modern learning practices Informal learning represents the modern and current approach to all L&D strategies The role of the L&D organization is rapidly shifting from that of teacher to that of enabler Learning Culture is one of the most powerful tools you have to drive results Copyright 2010 Bersin & Associates. All rights reserved. Page 75