Transcription of Leading in Learning - Deloitte
1 UntetheredToday Deloitte Development LLC. All rights of Deloitte ToucheTohmatsu Limited Leading in LearningBuilding capabilities to deliver on your business strategyBersinbyDeloitteHigh Performing Learning Organizations are 92% more likely to innovateLearning solutions are based on business needsLearning solutions are customized to populations and individualsLearning solutions are designed to support the transfer of Learning back into the businessBusiness leaders participate in the design and delivery of Learning solutionsLearning solutions achieve what they set out to doLearning solutions are designed as a connected, integrated part of the development journeyLearning solutions meet the required standards of excellence, are piloted, benchmarked, evaluated and continuously improvedLearning solutions are designed with the future in mindPrinciples for an organization s L&D are changingDeloitte Learning Solutions Offerings: Learning Strategy & Operations Creating or refreshing a Learning strategy Developing a business case for Learning Creating a Corporate University or CoE Optimizing efficiency and effectiveness of a Learning organization and processes Aligninglearning and business processes to support HR and Talent strategies Developing a function specific Learning strategyWecanhelpyoutodefine and realize the optimum , aligned and efficient Learning organizationLearning Design & Development Changing employee behaviors to align with new processes, requirements or strategies Providing large-scale training on new systems Educating employees to comply with regulatory requirements training employees on customer experience, call centers, or other customer focused initiatives Learning Technology Implementing a Learning (content) management system (LMS / LCMS)
2 Creating and implementing a sustainable knowledge management strategy Understanding how social computing tools can deliver business benefits for Learning & Development, Knowledge Strategies, Customer Experience, and Talent Attraction and Retention morelikely to be first to marketInnovation46%betterresponse to customer needsTime to Market34%greaterability to deliver quality productsQuality26%moreprepared to meet future demandSkills for the Future58%morelikely to be market share leaderProfitability17%Productivitygreate remployee productivity37%Wecanhelpyoutodeliver high impact Learning contentWe can help you to optimize your enabling technologies and emerging tools Meet the modern learner1%of a typicalworkweek is allthatemployees have tofocus on training anddevelopmentLeading practice research, analytics and insightTalent research, advisory & benchmarking in 5 & & & tools Frameworks Maturity models Factbooks Sample RFPs Case studies Solution provider libraryNetworking & professional development Member roundtables IMPACT Conferenceof the global workforce is expected to be mobile by the end of 2015of full-time employees do most of their work somewhere other than the employer s locationof the workforce is comprised of temps, contractors and :To learn what they need for their jobs, employees access:People are increasingly turning to their smartphones to find just-in-time answers to unexpected workforce Learning happens via on-the-job interactions with peers, teammates, and managersof training courses are delivered by an ecosystem ofLearners are.
3 Asking other peoplesharing what they knowat Google,peer is the half-life of many professional skillsof workers say they have opportunities for Learning and growth at their workplaceof IT professionals report having paid for training out of their own pockets
