Digital technology has drastically changed the way we learn and consume content. We gravitate towards solutions that are quick and easy, and as a result, informal options – social and on-demand learning – account for the bulk of workers’ development.

The most advanced L&D teams are embracing the trend towards informal, collaborative and social. According to the latest Bersin Corporate Learning Factbook, the best L&D organizations deliver significantly more on-demand resources like articles, videos and books, and up to 20% fewer hours via formal training (ILT, vILT, e-learning).

The general lack of insight into informal learning activities has many L&D leaders asking “How do I know employees are spending time on the right things?”

“We have to start trusting the learner. They know what they need and when they need it, and they’re going to find it,” suggested Jason Hathaway, Director, Content & Learning Solutions at CrossKnowledge.

But truly measuring the value of informal learning can be tricky. At Degreed, we believe in the bigger picture and recommend optimizing for utility and outcomes by asking ”Is the learning people are doing helping them become better at their jobs?”

How can you get an accurate measurement of how informal learning is working when results are not instant and much of the learning people do is happening outside of your company’s LMS?

Let’s say, for example, a salesperson spends lots of time watching product videos and reading about selling techniques. Certain tools allow you to capture data on the use of learning resources, but what you, as the manager or learning leader don’t know is if they are applying those ideas in practice.

So you look to their behavior and results. Are they setting more appointments? Are they closing deals faster? Are they closing bigger deals? Are their customers more satisfied? This is data you might be able to find in CRMs, ERP systems – maybe even in the talent management systems. But the one place you will definitely be able to see results (or not)? Observation.

True learning program success means observable behavior change. It’s a different way to think about ROI, but it’s a KPI’s that really matters.

Additionally, you can focus on the experiences you’re facilitating. “You can’t control what people do, but you can control the environment you provide them. Give learners easy access the best resources, including other peers, ” suggested Todd Tauber, VP of Product Marketing at Degreed.

Most workplace learning infrastructure doesn’t really work for today’s workers, partly because the current systems are built primarily for structured, formal training. But the key to empowering your learners and increasing engagement is recognizing, facilitating and measuring what’s happening in-between those formal learning settings – all of the informal learning that is happening whether it be reading an article, a conversation with a mentor or peer, attending an event, or taking a course.

Ready to start measuring your informal learning experiences? Create your Degreed profile today!

Once you’ve determined your organization needs a new tool or technology, how do you build the business and investment cases to show leadership the clear path towards the changes that need to occur?

Dani Johnson, VP of Research at Bersin by Deloitte, Deloitte Consulting, recently spoke with 3 learning leaders from Disney, AT&T, and Airbnb to learn more about their individual journeys with technology.

Those on the journey to finding or implementing new tools and platforms likely have one thing in common: the current solution isn’t working.

We had a traditional learning management system that was written for one context and one moment in time, so it was very, very clear that it wasn’t working. We addressed it, which tied to a strategy that reevaluated some of our larger HR investments, including learning,” revealed Chris Trout, VP of L&D at the Walt Disney Company.

While larger organizations might have the bandwidth and budget to be flexible and try multiple solutions, sometimes it’s best to start fresh. Such is the strategy behind the learning success at Airbnb: ”We took a bold move to ‘divest’ rather than invest first, to turn off a lot of the learning infrastructure that was already there in order to almost start from a baseline,” explained Barry Murphy, head of Global Learning at Airbnb.

Of course, it’s not that easy for every organization.

For a monolithic-type project of large scale, Amy Rouse, former learning leader at AT&T, knew she had to find a way to streamline numerous disparate platforms and get rid of old technology to make room for what they needed.

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“Our business cases were not easy, but they’re a necessity. We wanted to create a personal learning environment, but you’ve got to prove why you want the business to invest a lot of money into something new or better. So we identified what could be eliminated from our learning architecture, what we could eventually sunset including the LMS, and by when,” said Rouse. “This timeline strategy informed how turning off old investments would offset the costs of the new technology. This helped other leaders in the organization see the true cost of staying with old technology, and the benefits of transitioning to new solutions that better suited the business case.”

The one thing all 3 organizations had in common? Starting with a vision.

“We looked in a few places, including how technology was happening at the time, how HR and learning technology was happening and knew we wanted to pursue a technology that was going to help us get to that vision,” said Trout.

Airbnb started working against their vision of a learning ecosystem, in search of the technology that could do what they wanted.

“Being able to explain the vision to stakeholders is probably one of the most important things associated with making that business case,” added Johnson.

Here’s how you can start to build your business case:

  1. Start with a vision and keep the “end” in mind. Many organizations get caught up in having the latest and greatest technology. Instead, choose what will help you achieve your long-term vision.
  2. Create a timeline. This can include when you’ll turn off old technologies when you can scale up the new technology, or important events in the business that will require the use of the new technology.
  3. Divest before you invest. Know what isn’t working, get rid of the tools and platforms that are not producing ROI, and then re-allocate those resources to things that do.

What are some ways you have made the case for implementing a new technology at your organization? Let us know in the comments.

Want to know what else the presenters talked about? Access the full webinar through Degreed here.

Spending a lot of time with organizations, at conferences, and reading industry research and blogs, I see the phrases “out of sync” and “learning revolution” being thrown around a lot in reference to the current state of corporate learning. There might be some truth to those words – only 18% told Degreed they would recommend their employers’ training and development opportunities.

But a more accurate statement is that there is a massive shift happening in the way people are learning in their jobs.

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The fact is, most workers do spend time learning every week, and they progress every day, in all kinds of ways – not just sometimes, in courses or classrooms. This means that the L&D environment should enable self-directed development as well as formal training – and it should do that through both micro and macro-learning. Equally as important, we as L&D leaders, have to make the vast array of learning content and experiences more meaningful by curating the right resources and tools, providing context, and by engineering useful connections and interactions.

We call this a learning ecosystem. We are in an exciting time where technology, the gig economy, the vast demographics of our workforce have given us the opportunity to rethink our approach and the possibilities! So what does a culture of continuous learning that includes formal and informal, job training and career development, L&D and self-service, look like?

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You need a comprehensive ecosystem of systems and tools that include the following capabilities:

  • curate many different types of content
  • Allow learners to explore indefinitely
  • Aggregate data from all over the organization without manual work into one tool
  • Dashboards to monitor activity deeper than completions
  • Analysis without spreadsheets or data scientist

Perhaps most importantly, embrace APIs, and standards compliance using Tin Can/Experience to ensure that all of your tools will plug in together.

There is also no one-size-fits-all for tools, but platforms like Degreed and Bridge help facilitate L&D’s expanding requirements through their support of required, recommended and self-directed talent development, allowing organizations to meet the needs of a changing workforce.

Learning and development opportunities are a critical factor in making employee engagement (and more importantly, performance) happen. Today, people expect utility, relevance, and personalization, and you create that through a comprehensive learning ecosystem.

Want to know more about the Degreed and Bridge ecosystem? Check out the PR on their new integration.

Co-authors: Sarah Danzl – Communications & Content Marketing, Degreed & Katie Bradford – Director of Platform & Partner Marketing, Instructure

Let’s get uncomfortably honest for a minute. CEOs are concerned about business results. They are paid to drive shareholder value, which is a function of three things: revenue growth, company profitability, and how efficiently an organization uses their assets.

Historically, that mentality has pervaded the way organizations value learning and how they invest. Most L&D organizations have been built for scalability, efficiency, and standardization.

Technology for most L&D teams is a way to deliver more, at a lower cost, with more consistency. The problem with that mentality is our learners aren’t one size fits all, or even one size fits most. It’s no surprise then that only 18% of employees would recommend their organizations training and development opportunities.

What this tells us is that the focus on efficiency, not engagement, doesn’t bode well in the workforce. The good news is that some organizations, like Caterpillar, are breaking the mold.

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If you go to industry events or keep up on articles and blogs in the learning space, you’re probably seeing increased conversation about engagement, and a whole new crop of tools popping up that are the result of solving the learning problems of today. While great resources, the most valuable information comes from those that have embraced the digital revolution, and are leading the charge to better the employee development experience.

Caterpillar’s Mike Miller, Division Manager of Global Dealer Learning, was interviewed by Todd Tauber of Degreed on his evolving approach to L&D and training. Here are some of our favorite excerpts from the conversations.

Todd: Caterpillar seems to be aiming for more of a balance between efficiency and flexibility in learning. How are your strategies and approaches for developing capabilities in your workforce shifting?

Mike: To be honest with you, Caterpillar has never really lost the focus that people are our competitive advantage. The big change that we have going forward and the shift that you’re seeing in our strategy is less of a one-way conversation where we put out packages to one that’s community-led.

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With a community-led strategy, we have turned on solutions and content that allows everybody to contribute, and so by having the population rather than a handful of people working on learning, we are able to obtain organization capabilities far easier because we have well over 300,000 people contributing.

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Todd: How’s Caterpillar rebalancing the people, the time, the money, so that you can manage less and empower more?

Mike: There are still formal programs at Caterpillar. But people were looking for the next step: what is past the formal program? We’ve moved to a three-tier approach on our content. It includes making all of our content easily accessible on our mobile phones. And then we want to have onsite support, meaning at the time you have a question and/or an issue, we really can help you solve that, right? And last, where we need to, we’ll still do instructor-led training because there are places we still need to do certification or accreditations.

If you look at these components, we’re really trying to do put an ecosystem together that allows people to contribute and consume on demand as they need to.

Looking to empower your workforce to consume content on demand like Caterpillar? Set up your Degreed profile today!

Organizations spend billions each year on formal training programs. Yet it’s estimated that only about 10% of what is learned in training is applied at work. This is likely a concerning statistic, but probably not all that surprising, considering learner behavior today.

Formal, L&D-led training is still a valuable part of how workers learn – around 70% of people told Degreed they take live, virtual or e-learning courses from their employers at least once a year. But these same people use informal, self-serve learning experiences to support their growth on a daily basis. According to Degreed research, 85% of workers said they learn things for work on a weekly basis by searching online, nearly 70% learn from peers or by reading articles and blogs and 53% learn from videos.

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This data makes it clear that people progress every day, from a variety of resources.  The same survey told us they already invest 3.3 hours a week on their own. But a source that’s accessed once a year versus a source that’s accessed daily tell us people want more than what they can find in the typical L&D course catalog, though.

As demand from the workforce grows, making learning easy, accessible, personalized is only going to get more important. And not just important enough to keep workers happy. So important that it will be the difference in retaining employees.  As Josh Bersin put it at Degreed Lens, opportunity has become directly correlated to employee engagement and tenure within organizations.

So what can the enterprise do about it? Prioritizing growth, development, and learning will create a culture that positions both the company and its employees for success.

There are many ways to emphasize learning as a central strategy but here are four that can take you to the next level and make learning a strategic advantage.

“Mastercard had a vision – to create the most innovative and enviable learning environment for current and future employees. We activate this strategy through three simple goals: growing skills, diversifying learning modalities and building a world-class learning infrastructure,” said Steve Boucher,  Vice President, Global Talent Development for Operations & Technology at Mastercard.

So how does a global $9 billion organization prove their investment in each of the 13,000+ employees, spread across more than 37 offices around the world?

By creating a learning culture, facilitating continuous personal and professional learning experiences for their workforce.

From a technology standpoint, Mastercard implemented an enterprise-wide learning tool, Degreed at Mastercard, where employees can discover, curate, share and track both internal and external learning resources on thousands of topics in a wide variety of formats.

The Talent Development team saw savings in curriculum and content development time, but the bigger success was an increase in employee engagement. Employees were growing their skills at will, contributing to organizational innovation, allowing Mastercard to remain competitive in a rapidly changing industry.

We are proud to be a part of the Mastercard learning journey, and congratulate them on their recent “Best Corporate University Program” award from HR.com.

To find out the 3 things Mastercard did to fuel a continuous learning culture, check out their case study.

 

 

Digital technology is creating a huge opportunity to elevate the learning and talent development function from a distraction to a driver of business results. But effectively evolving the L&D approach to meet the needs of our always-on workforce is harder than ever. Reality is getting more virtual. Intelligence is getting more artificial. Data is getting bigger.

The difference between the disruptors and the disrupted is what the organization does with the technology available.

Join Bersin by Deloitte analyst, Dani Johnson, for a conversation with 3 corporate learning trailblazers: Chris Trout, VP, Learning & Development at The Walt Disney Company, Barry Murphy, Global Learning Manager at Airbnb, and Amy Rouse, a Senior Learning Technologist formerly of AT&T, on their different approaches to engaging technology to confront the digital disruption happening in L&D.

The live, one-hour discussion will explore urgent questions about learning systems, such as:

  1. How are requirements for learning technology changing
  2. How to navigate the sea of “next-gen” vendors
  3. Why to consider an ecosystem instead of one, integrated system

Register for “The near future of learning technology” webinar now!

For a long time, perhaps too long, the HR and training functions have dictated learning for employees. But workers have started taking things into their own hands as they realize their competitive advantage, their employability, is tied directly to their skill set. This shift from relying on L&D to self-directed has left many organizations wondering what their next move should be.

The best place to start is putting yourself in the learner’s’ shoes and examine the human behaviors around growth and development.

At Degreed LENS, Tim Quinlan of Intel shared the value of approaching your workforce, the learners, as consumers or customers.

“I said, “How do you learn today? What do you want to learn about and how do you learn? If you’re curious about something how do you do it?” And [the management team] said, ‘Well, I have this trusted third party I go to or I do a Google search.’ And I said, ‘Yeah, that’s my experience as well… I think what I want is something that will seriously complement or compete with a Google search because that’s the learning tool at Intel.”

Degreed research compliments Tim’s story. Almost 85% of survey respondents said they learn things for work by searching online at least once a week, nearly 70% learn by reading articles and blogs every week, and 53% learn from videos in any given week.

HR, training and L&D provide the mostly high-value learning experiences people need sometimes, whereas Google or asking a peer or boss for guidance happens all the time, every day, right at the moment of need and not 3 weeks down the road. Recognizing that learning is happening all the time, not just through L&D offerings, it makes sense that “a new type of employee learning is emerging that is more “consumer- like,” commented Josh Bersin during his presentation at Degreed LENS.

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“Learner-centric” practices are at the heart of what more effective organizations deliver in their learning. Organizations that are more mature and advanced tend to deliver a lot less training through traditional methods and more through experiential, social, collaboration. Learning teams that are aligned with and meeting expectations of the larger organization empower “always-on learning, and a culture of exploration and discussion to enable continuous invention1.”

The most important tool in your kit for 2017? Your workers. “If you’re not focused on the experience of the employee, and you’re focused on what you want to do and the content you want to build and how great it is, you’re missing the boat,” added Bersin.

Want to hear more about how organizations such as Intel and Atlassian are embracing the consumer mindset? Check out the highlight video from Degreed LENS in San Francisco.

For more content from the LENS event, visit the Digital CLO content library!


1 – Predictions for 2017: Everything is Becoming Digital, Bersin by Deloitte, 2016

Digital technology is transforming just about everything, and fast. Yet just 33% of organizations say their top-level managers understand and support digital initiatives. If you’re not working on transforming your L&D and HR function for the digital age, too, then maybe you should.

The reality is, the world is changing constantly. And according to major startup investor Paul Graham, it creates not just threats, but also huge opportunities – if you recognize the signals in time and adapt appropriately.

McK quote Digital CLO

The threats that come with being a chief learning officer (CLO), or working for one, are real. Reality is getting more virtual. Intelligence is getting more artificial. Data is getting bigger. It will take a new breed of chief learning officer that can adequately adjust to meet the needs of today’s workforce. Say hello to the Digital CLO.

The formula for success as a Digital CLO in learning and development (L&D) – which is essentially the algorithm for developing capabilities and driving business performance – is well-known:
Alignment + Efficiency + Effectiveness = Outcomes

That doesn’t mean it’s easy.

Most CLOs struggle to get or stay aligned. Almost 60% of the workforce’s skill sets don’t match changes in their companies’ strategies, goals, markets or business models.

Many CLOs also have a hard time being efficient. As much as 70 cents out of every dollar invested in L&D is wasted on irrelevant, redundant, low quality or unused training.

Most importantly, too many CLOs aren’t actually effective where it counts. Nearly three quarters of CEOs say that a lack of critical expertise is a threat to their businesses’ growth.

Some CLOs, however, are adapting and evolving – even thriving – in the face of all this digital disruption. To find out what the 3 things are that successful CLO’s do differently, join Intel and Degreed for the Digital CLO “playbook” webinar on January 31st. Register for the event here.

LendsVideo3

Doing more with less has always been one of the hardest things about being a Chief Learning Officer (CLO). “Doing more” has taken on a whole new meaning as CLOs increasingly recognize that learning and career management are critical components of an organization’s employment brand.

But evolving means more than making learning available on demand by upgrading existing content and investing in newer technology. That’s part of it, of course, but the most successful learning leaders are embracing our always-on economy and leaning into the fact that learning happens all the time, all over the place – both with and without the L&D team’s influence. They’re comfortable working in the ambiguity of  “and” – supplying business-led training and empowering self serve learning, leveraging formal and informal, courses and resources.

Most CLOs, however, still have lots of work to do. As McKinsey & Company recently reported, CLOs overwhelmingly think that their organizations’ digital capabilities are too low. 
To better understand what is working – and how – for today’s “Digital CLOs,” Degreed brought over 100 learning and talent executives together at San Francisco’s Dogpatch WineWorks on November 10th.

Here’s what we learned:

  1.    Leverage Digital Tools

Digitization is transforming all aspects of business, including the L&D function. At times it may seem confusing, but we should see this as an opportunity instead of a roadblock. “I’ve got six people, and they’re spread over 19 time zones. Here’s the kicker – I don’t believe we need a bigger team to execute on a really firm strategy. That’s where digitization comes in – I believe that creates the scale we need,” said Sam Haider, Global Head of Talent Development of Atlassian.

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Leveraging new digital tools, organizations can scale while still providing an always-on, continuous learning environment fed not just by content but also by workers and managers.

  1.    Utilize L&D’s New Architecture

Let’s start with a short story.

“So I went to the LMS and looked for Excel and I found a course. It was going to be available to me in two months, and I was like okay, well, maybe two months is too long but if I did wait, what would I find? It was a three-day course and I was thinking crap, I really don’t want to know that much about Excel. I just want to know how to do VLOOKUP… So I went to YouTube and I looked up VLOOKUP and I found a two minute video of exactly what I was trying to do,” shared Tim Quinlan, Director of Digital Platform for Learning at Intel.

Degreed research supports Tim’s anecdote. Just 21 percent of people told us they rely directly on their learning department when they need to learn something new for work, and only 28 percent said they search their employers’ learning management system first.

“The LMS is becoming marginalized” said Josh Bersin. “It’s a compliance system.”

To be fair, we can’t expect a 20+ year old tool that was designed for management, not learning, to meet the needs of learners in 2017. Instead, what we are seeing is an emerging category of learning experience platforms, like Degreed, which are built for the learners, that are augmenting the role of the LMS and other traditional L&D tools.

“It is the age of APIs and it’s clear to see that we don’t need to go with a monolithic architecture of data that feeds different parts of a value chain in one big system,” added Haider.

According to Bersin, this new architecture still includes the LMS as a record keeping system, but the key is a learning system in the center to tie everything together.

  1.    Approach L&D with a consumer mindset

The most common strategy leaders shared at LENS? Embrace design thinking and approach learning as if you were the customer.

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“Design thinking means understanding what your employees are really doing all day at work. Spending time with them, empathizing with them. It’s monitoring. It’s watching. It’s experimenting with things where your employees are and what they’re doing at work and making their work life better. If you’re not doing this, you’re not going to be able to optimize the experience,” said Bersin.

As the people facilitating the learning experiences, it’s important to know their struggles, what they need, what they want from their learning.

“Get involved in the experience. Be the consumer. Don’t think about this from the L&D perspective.  If you think about it from a consumer’s point of view, I think you can do great things in this space,” suggested Quinlan.

As a bonus, if you’re tracking learning, you will be able to generate valuable insight on the value of the experiences, and gauge and determine if they’re meeting the learning needs and curiosity of your teams.

The mission of Degreed remains the same – to make all learning matter – to people as well as to organizations. Degreed LENS was a memorable evening to have so many thought leaders in one room, sharing ideas on how to best support our workforce and succeed in the age of digital transformation.

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Source –  [1] Deloitte University Press, Global Human Capital Trends 2016 – The new organization: different by design, 2016

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