In case you didn’t notice it, there has been a monumental shift in the learning market, with analysts beginning to diagnose a new trend.

  • The Sierra Cedar 2018-2019 HR Systems Survey white paper cites Learning Experience Platforms (LXP) as “an emerging trend in the Talent Management application space.”
  • Brandon Hall is calling it “the beginning of a movement that has been set in permanent motion to transform how organizations look at learning and improving individual and organizational performance.”
  • Josh Bersin says the “potential LXP market is huge,” and is currently valued at $200-250 million and growing at 200% or more.
  • Craig Weiss, learning technology consultant, calls the category, “Learning Engagement Platform,” and calls it a stronger product [than an LMS] in an inevitably expanding niche.”
  • In its 2018 Hype Cycle for HCM Technology, Gartner states, “Learning Productivity Platforms” has just entered the innovation trigger which occurs when there is a period of rapid development and growing interest. The market has finally been validated and defined and is expected to reach mainstream adoption in the next 5-10 years.”

Though analysts can’t agree on a name for the category, they all agree that there is something new and big here.

Engagement is a Prerequisite, Not the End Goal

Analysts remain focused on the front-end portal, the employee experience, and engagement. For many in corporate learning that are utilizing legacy Learning Management Systems, it’s easy to get caught up in the idea that the end goal of all learning is engagement, measured by time, activity, and satisfaction.

If your company is like most, voluntary usage of learning systems might average 4-6% in a given month — anemic by almost any standard. Increasing learning activity 9x as we’ve done at AirBnB, having 25% of employees spend 3-4 hours learning every week at HP Inc., or getting a 69 Net Promoter Score at T-Mobile would seem to be goals worth striving for. And they are. Without engagement, nothing else is possible.

We agree that something huge is going on here, but it goes deeper than the surface level experience analysts are seeing. There is plumbing and wiring hidden under the surface, and driving this experience behind the scenes is a robust skills data set that matches people to what they need to learn, driving more engagement.

We believe a new operating system  for learning is emerging that will enable companies to make talent decisions.

It’s what you do with that engagement that matters

Engagement is not enough. It doesn’t mean that outcomes are being created, or that value is being generated for the business. It’s a bit like how startups try to grow revenues without any appreciation for the value of profits. These companies  get caught up in vanity metrics because it makes them feel like they are making progress, but they are not actually building a sustainable business. In the same way, engagement indicates that you are doing something right, but it’s not the complete story.

It’s what you do with that engagement that matters. We’ve known all along that engagement matters most when it aligns to greater performance, opportunity, and achievement for all parties, like when a company is filling hard-to-fill roles and retaining employees longer; when employees are gaining skills that are valuable to their careers, and to the competitiveness of their firms.

To achieve this goal, we made a major investment in technology, data science, and machine learning. We’ve spent the last few years, creating a framework that creates data about what can people do, how well they can do it, and matches them to learning opportunities that will help them grow their career and contribute to organizational growth.

This is something that no one else is doing today and it is already starting to yield substantial value for our clients. At Unilever, active learners are 24.5% more likely to receive 4- and 5-star performance ratings, get promoted 10% faster, and are 25% more likely to be targeted for retention efforts.

The linchpin of this framework is Skills. Knowing the skills your company has is exponentially more valuable than knowing how many hours employees spent learning. It becomes meaningful to the entire organization, especially to the C-Suite, who can leverage this data for strategic initiatives like product innovation, entering new markets, and M&A, all of which require a talent pool armed with the latest and greatest skills.

It’s time to elevate learning

To that end, we’re making a series of other exciting Skills-related updates to our platform:

  • Skill Review to assess who has what skills across an entire company
  • Team Pages and Individual Development Plans to drive employee development at a grassroots level
  • Career Pathing to help people grow while aligning careers with company strategy

All these updates are intended to build upon what we’ve already achieved and continue to elevate learning — to make it more strategic to business units and to turn it into a competitive advantage. To redirect the way we talk about learning outcomes — leaving behind metrics like satisfaction and activity, and putting new a focus on internal mobility, retention, and performance. All these things come down to helping your business do a better job of developing your talent.

With rapidly changing business landscapes in virtually every industry, we believe learning is one of the greatest internal investment opportunities of our time. Learning drives the creation of skills, and skills are what drives corporate competitive advantage. It’s our mission to make learning matter and empower organizations to make skills the center of their people operations and create a path for every person to own their future while helping their company succeed in the marketplace. These recent upgrades to our platform are a step in the direction in this mission.

Having trouble creating a habit of learning in your organization? Not sure what else you can do? You’re not alone.

66% of enterprise L&D leaders have trouble getting employees to engage with their training programs [Bersin by Deloitte].

Here’s the good news.

Degreed has a team dedicated to helping drive engagement and we have some proven tactics we can share that have improved the metrics at client organizations.

But first, the right mindset.

As the old saying goes, “takes one to know one.” So, let’s think about your personal online habits. You might notice there are certain things that drive you back to the same websites and apps day after day. In many cases, this repeated behavior is encouraged by way of a reminder in the form of an email or pop-up. These notifications provide a one-click option to visiting the site like you have probably received from sites like Amazon and Facebook.

Without having to think twice, a habit is born.

As it turns out, this notification tactic works for learning too. You can get in front of your audience on a regular basis by Degreed’s system generated engagement emails.

Degreed’s emails notifications notify your team of important learning events and suggested learning, making it easy to create a daily habit of learning.


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*MailChimp 2017

Need more than just metrics? Degreed client, Xilinx, has driven much of their adoption success through email communication.

Here’s a play by play of their strategy.

  1. The Xilinx team made marketing and communicating to their learners a top priority from day one of their launch in November 2016.
  2. They implemented a cascading communication roll out approach – beginning with executives and their staff, then introducing it to the rest of the organization with live briefings, demos, and videos.
  3. The communications strategy also included a message from the CEO prior to the official launch.
  4. These were followed by an email from the Senior Vice President of HR, and supporting collateral materials including posters, table tents, demos, videos and several webinars to ensure employees understood their new strategy, Learn to the Power of X (LearnX) and what it would mean for each employee’s professional and technical development.
  5. Based on pilot user feedback, they enabled daily reminders at launch, automatically generated by Degreed to provide a reminder to their team to encourage learning daily – and it’s working.  Over 43% of employees have logged in more than 5 times and 88% have visited. 

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Even though their metrics say a lot, feedback from the Xilinx team says even more:

“For us, the Daily Email has been a key part of our implementation success. Employees appreciate the personalized preview and the daily nudge to engage in learning.”

Start driving learner engagement today with Degreed!

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!

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