the changing learning function: rethinking how your

801

The Changing Learning Function:

Rethinking How your Organization Works

David Mallon, Bersin & Associates

November 10 - 13, 2009 San Jose, CA

Page 1Session 801 – The Changing Learning Function: Rethinking How your Organization Works – David Mallon, Bersin & Associates

Copyright © 2009 Bersin & Associates. All rights reserved.

The Changing Learning FunctionRethinking How Your Organization Works

David Mallon, Senior Analyst, Enterprise Learning

November 2009Presented at DevLearn’09


About UsWho We Are

• Bersin & Associates is an industry research and advisory services company dedicated to helping organizations implement enterprise learning and talent management strategies for business performance improvement.

Research Areas

• Enterprise Learning• Learning Technology• Informal Learning• Leadership Development• Performance Management• Career and Succession Management• Workforce Planning• Sourcing and Recruiting• Talent Management Systems• Talent Strategy

Offerings

• In-Depth Studies and Reports• Research Memberships• Advisory Consulting• Benchmarking• Workshops




Bersin & AssociatesResearch Program

Access to the largest collection of WhatWorks® research in learning and talent managementNetworking with hundreds of global, best practice organizationsDecision support models and tools for strategy and implementationEmail and phone consultation with expert industry analystsBenchmarking metrics by industry and company sizeAnnual IMPACT conferenceHundreds of case studies in all major industriesProfiles and analysis on hundreds of solution providers in systems, content, outsourcing and consultingStrategic consulting on all major talent and learning programs

For more information:http://www.bersin.com/membership

Or send an email: [email protected]

Copyright © 2009 Bersin & Associates. All rights reserved. Page 4

The Research

An in-depth survey sent to approximately 40,000 training, HR, and business leaders – which produced 798 organizations to profile. In depth interviews with both practitioner companies and providers of supporting technologies.After collecting data and comparing the various practice data points against the 10 Index measures, used a variety of statistical tools to understand which factors create which outcomes.

High Impact Learning Practices

The Operating Guide to the Modern Enterprise Learning Function

David Mallon, Sr. Analyst

June, 2009




Traditional and Computer-Assisted TrainingInstructor and Computer-Based (CBT)

Implement the LMS as Administration Platform

The E-Learning EraPut materials online, Information vs. Instruction

Web-Based courseware, virtual classroom, and Learner-Facing LMS

Blended and Informal LearningMixing All forms of media with informal learningLearning On-Demand and Integrated Programs

Collaborative, Talent-Driven LearningFormalize Informal Learning

Collaboration and Talent Management by design

Modern Enterprise LearningWhere are we today?


Modern Enterprise LearningWhat is the ongoing role of the modern Enterprise L&D function?




A Whole New Vocabulary


Learning Programs

Formal

Disciplines

Tools and Technology

Learning Architecture

Org

aniz

atio

n, G

over

nanc

e, a

nd M

anag

emen

t

Appr

oach

es

The OLD Way…




Social

Learning Programs

Formal

Disciplines

Tools and Technology

Culture


Org

aniz

atio

n, G

over

nanc

e, a

nd M

anag

emen

tAudiences and Problems

Appr

oach

es

Bersin & Associates Enterprise Learning Framework®

1

2

3

4

5

On-Demand Embedded

Informal

20% 80%


EmbeddedPerformance Support

FeedbackRotational Assignments

After Action ReviewsQuality Circles

Development Planning

SocialWikis, Blogs, Forums

Expert DirectoriesSocial Networks

Communities of PracticeConferences &Colloquium

Coaching & Mentoring

On-DemandE-Learning

SearchBooks, Articles

VideosPodcasts

Learning/Knowledge Portals

Disciplines

LearningPrograms

FormalInstructor Led Training

Virtual Classroom Games

SimulationsTesting & Evaluation

E-Learning

Tools & Technology

Culture


Org

aniz

atio

n, G

over

nanc

e, a

nd M

anag

emen

t

Audiences &Problems

App

roac

hes

GeographiesJobs Business ProblemsRoles DemographicsProficienciesCompetencies

Management TechnicalProfessional Sales IT Skills

LeadershipDevelopment

CustomerService

Project and Process

CareerDevelopment

Compliance

Onboarding

ProductKnowledge

Systems

Virtual Classroom

Reporting andAnalytics

LMS, LCMSLearning Portals

Talent Mgt.Systems

Collaboration

EmployeeFeedback

Learning integratedWith Business Planning

ExecutiveSupport

KnowledgeSharing

Performance andTalent Management

Learning from Mistakes

Mentoring andKnowledge Sharing

CustomerListening

DevelopmentPlanning

InnovationPrograms

Performance Consulting

Instructional Designs

Information ArchitectureKnowledge

Management

Content Development

Program Management

Change ManagementCommunity Management

Measurement &EvaluationBusiness

Intelligence

Content Development

ContentManagement Mobile

Rich Media

SocialNetworking

PerformanceSupport

MeasurementSustems

Preferences

Search,Tagging

Assessment

CustomerEducation

ChannelTraining

Informal

Bersin & Associates Enterprise Learning Framework®




Informal Learning Approaches

InformalOn-Demand

•E-Learning*•Help•Search•Books, Articles•Videos•Podcasts•Learning/Knowledge Portals

Social•Wikis, Blogs, Forums•Expert Directories•Social Networks•Communities of Practice•Conferences &Colloquium•Coaching & Mentoring

Embedded•Performance Support•Feedback•Rotational Assignments•After Action Reviews•Quality Circles•Development Planning


Modern Enterprise Learning Index (MELI)

An Aggregate Index of 10 Indicators of Corporate L&D’sreadiness/capacity to support learning agility and thrive in the face of transformative change (the L&D 10).

5 Internal Indicators of Org’sCapacity for the Approaches/Disciplines/Techs of Modern L&D5 External Indicators of Org’sAgility – Ability to remain in Alignment with Modern Biz

Modern L&D Research© Bersin, 2009, 798 respondentswww.bersin.com




Expert

Novice

Time

Blending into Formal

Retention is Lost

Traditional Training

TrainingEvent

TrainingEvent

JobAidsJobAids

EPSSToolsEPSSTools

SelfAssessment

SelfAssessment

CareerCurriculum

CareerCurriculum

CoachingProgramsCoachingPrograms

Communitiesof Practice

Communitiesof Practice


Learning Environments




3 Spheres of Influence for Modern Enterprise Learning

Traditional notions of corporate learning no longer adequate.Need to engage front line managers in the active increase of learning in the organization.

Employee


Build Learning EnvironmentsNot just learning programs

Craft a complete learningexperienceSupport all types of learnersSupport learner-driven needsFormalize Informal LearningEncourage self sufficiencyEngage management and veteran expertsFacilitate a learningculture




Summary: Becoming a Modern Learning Organization

Rethink the Learning Function.Focus on Deep Specialization.Support Learning Agility.

Get Realigned.Manage Programs Like A Portfolio.Optimize Processes.Master New Disciplines.Become a Center of Excellence For Content.Formalize Informal Learning.Institutionalize Knowledge Sharing.Define Your Learning Architecture.Benchmark Your Efforts Using the MELI.


Following Bersin & AssociatesRegular updates on research, findings, and news

Our Analyst Blogshttp://blogs.bersin.com(add analyst name to findindividual blogs)

Our LinkedIN Grouphttp://www.linkedin.com/e/gis/166968

Our Twitter Feedhttp://www.twitter.com/bersin

the changing learning function: rethinking how your

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