High-Impact Learning Culture - JOSH BERSIN

1 Copyright 2010 BERSIN & Associates. All rights Learning CultureA New Era in Corporate Learning & DevelopmentJosh BersinSeptember, 2010 Copyright 2010 BERSIN & Associates. All rights 2 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 WorkshopsCopyright 2010 BERSIN & Associates. All rights 3 Learning &DevelopmentTalentManagementLeadership& SuccessionTalentAcquisitionHumanResource s(coming) BERSIN WhatWorks Membership ProgramResearch and ToolsFrameworks, Maturity Models, high impact Research Programs, Factbooks Scorecards, checklists, forms, RFP s, selection guides, case studies, solution provider libraryAdvisory ServicesAsk the Experts , Business impact WorkshopsAnalyst Advisory CallsNetworking and Professional DevelopmentMember Roundtables, Peer Connection , impact Conference, BERSIN Lexicon , Analyst BlogsConsulting ServicesStrategy Development, Executive Alignment, Benchmarking,Systems Selection and Roadmap, Measurement Strategy and Programs Member Success ProgramCopyright 2010 BERSIN & Associates.

2 All rights 4 Our Research in High-Impact L&DHigh-ImpactLearning Organization HILOHigh-ImpactLearning Measurement HILMHigh-ImpactLearning Practices HILPE nterprise LearningFrameworkMELIHigh-ImpactLearning Culture HILCThe Corporate LearningFactbook Copyright 2010 BERSIN & Associates. All rights 5 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 NewHigh- 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 cultureCopyright 2010 BERSIN & Associates. All rights 6 Forces for Transformative ChangeHR and L&D LeadersBusiness ClimateOrganization DynamicsWorkforce ChangesTechnologyGrowthExpansionGlobaliz ationProduct LaunchTHE ECONOMYA cquisitionMergerReorganizationRestructur eNew LeadershipPC, BrowsersMobileHR SystemsSocial NetworkingCompetenciesCompetitiveTeamwor kMulti-GenWorkforceMillenialsRetiring BoomersRegulationCopyright 2010 BERSIN & Associates.

3 All rights 72010 Business EnvironmentInnovation, globalization, expansion, within budgets5%9%6%13%13%13%22%24%24%41%60%19% 10%13%10%17%12%16%32%25%24%41%Rapid business growthAcquisition or mergersGlobal expansionLaunching new products and servicesNew top management teamDiminished access to capitalDeclining marginsNeed to Accelerate InnovationCompetitive threatsSevere business downturnFinancial pressure to cut costsWhat Are Your Organization s Top Business Challenges for 2010?+90% increaseJune 2010 BERSIN & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, 1/2010 May 20094-fold increase100% increase44% of organizationsare focused onnew products & servicesup from 23% last Qtr- highest % in two years52% see acceleratinggrowth vs. 38% last yearCopyright 2010 BERSIN & Associates.

4 All rights 8 The NewWorkforceand NewWorkplaceManagerEmployeeMentorPeerPar tnerCustomerWorkforceWorkplaceMulti-Gene rationalInterconnectedGlobalDynamicInter connectedPerformance-drivenMobileNew LeadershipTransientMore SpecializedNew Models for CareerNew Models for HRCandidateCopyright 2010 BERSIN & Associates. All rights 9 Leadership & Capability Gaps25%25%38%33%32%46%51%66%65%36%31%35% 18%44%56%56%74%60%0%10%20%30%40%50%60%70 %80%Retention in Key PositionsRetirement of Key WorkersLow engagement or employee dissatisfactionManaging layoffs and downsizingDifficulty Filling Key PositionsSkills Gap in Critical PositionsNew Skills for Product and Business ChangesGaps in the Leadership PipelineCreating a Performance-Driven CultureWhat Are Your Organization s Top Talent Challenges for 2010?

5 BERSIN & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, 6/2010Q2 2009#1#2Q2 2010 Copyright 2010 BERSIN & Associates. All rights 10 Urgency to Globalize Automobile Sales vs. China02468101214161820200120022003200420 052006200720082009 Million Vehicles millionCopyright 2010 BERSIN & Associates. All rights 11 The Crew Change at Global Oil to beTransferredCopyright 2010 BERSIN & Associates. All rights 12 Need for Informal Learning3%4%8%14%28%33%36%60%0%10%20%30% 40%50%60%70%Corporate documentationUser generated materialsFormal training - outside providerPeers, friends, personal networksFormal training - company providedCoaching by supervisorOn the job mentoring, projects, rotationOn the job experienceWhich Learning approaches drive the greatest business value in your organization?

6 72% of companies believetheir most valuablelearning approachesare informal, yet only30% of resourcesare focused here BERSIN & Associates, High-Impact Learning Practices n=1,100, 2010 BERSIN & Associates. All rights 13 How the Economy Changes L&D2000-2001 Recession2008-2009 Recession12-15%Drop in2 Years20-22%Drop in2 YearsRationalizedE-LearningBlended LearningLearning PortalsClassrooms comebackE-LearningLMSV irtualClassroomContentDevelopmentCollabo rationSocial NetworksCommunities ofPracticeBlogs and WikisVirtual ClassroomInformal LearningTotal Spendingon Corporate L&DCopyright 2010 BERSIN & Associates. All rights 14 Get MaterialsOnlineExpand, BlendImprove E-LearningSolve TalentProblemsInformal LearningSkills & Specialization200120042010 Evolution of Enterprise LearningChange in Disciplines, Technologies, and Strategies2007 LMSE- Learning PlatformLMSE nterprise Learning PlatformLearning PortalBlogs, Wikis, Twitter,Mobile, and Social NetworksInstructional DesignKirkpatrickRapid E-LearningInformation vs.

7 InstructionSearch, Collaboration, Community Information ArchitectureE-LearningGet Materials OnlineBlendedLearningCollaborative / SocialLearning, Content Mgt,Rich MediaInteractivitySimulationLearning PathsRole-BasedCompetency-BasedLearningC areer DevelopmentDeep SpecializationLeadership DevelopmentRich CatalogUniversitySelecting andImplementingE- Learning and the LMS1 IntegratingAdapting, andEnrichingBlended Learning2 Integratingand AligningwithTalentManagement3 UnderstandingMulti-GenerationalWorkforce ,Informal Learning ,andGlobalization4 Building Deep and Integrated Alignment with the BusinessWe are HereCopyright 2010 BERSIN & Associates. All rights 15 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 NewHigh- 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 cultureCopyright 2010 BERSIN & Associates.

8 All rights 16 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 rolesYou Cannot Competewith these organizationsCopyright 2010 BERSIN & Associates. All rights 17 The foundation for developing skill is supporting deliberate practice for the individual giving people ways to constantly work on their growing edge. Proficiency LevelEnabling Specialization at Accenture Level 4 Expert SME role in Community of Practice and training development Advise on varied cases; collaborate w/peers to advance specialtyExperience & CollaborationLevel 3 Advanced Job assignments focus on breadth across contexts.

9 QA review work in specialty area Teach and mentor othersLevel 2 Proficient Job assignments focus on growth: increased complexity, functional or technical area Share problems/stories with peers & more experienced practitionersLevel 1 Novice Hands-on Classroom Learning or simulations Realistic work tasks with feedback TrainingLevel 0 Trained Online Learning , Knowledge Assets build body of knowledge Practice activities with feedback build basic skillsCopyright 2010 BERSIN & Associates. All rights 18 Value of Career Development Manage your Own Career Damages Organizational Performance-20%-15%-10%-5%0%5%10%15%20%2 5%IndividuallyManager LevelBusiness Unit LevelEnterprise LevelAverage Business impact (12 measures)Engagement and retention% Improvementin business impact Manage your Own Career A Career DevelopmentStrategy Copyright 2010 BERSIN & Associates.

10 All rights 19 Cisco Sales Career DevelopmentCisco Learning Platform: Develop, Manage, Administer, MeasureRole-Specific Competency ModelsFoundational Program(requirements, electives, resources)Advanced(requirements, simulations, assignments, resources)Expert Mastery(real-world simulations, advanced topics)Coaching and MentoringWeb CollaborationOn-Demand VideoCommunities of PracticePeer-based Gated Assessment Business Outcome Challenge #1 Peer-based Gated Assessment Business Outcome Challenge #1 Corporate Leadership Development ProgramDesignation or CertificationPre-Assessment Place Individual on the RoadmapSkills and KnowledgeoutcomesJob PerformanceoutcomesReal-world andpeer reviewSenior Peer Review BoardSalesrepresentativeAccountManagerSa lesLeaderTechnicalSpecialistTechnicalLea derTalent Management IntegrationCopyright 2010 BERSIN & Associates.