Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2

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Making Learning Stick
How Building a Continuous
Learning Environment Can Improve
Learner Retention
David Mallon, VP – Research
Deloitte Consulting LLP
June, 2013
Perry Cole, Director of
Sales Force Development
CooperVision

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Who We Are
- Global provider of leading practices, trends, and benchmarking
research in talent management, learning, and strategic HR.
- 60% of the Fortune 100 are Bersin by Deloitte research
members, with more than 19.5 million employees managed by
HR teams using Bersin Research.
Broad Research Practices
• Human Resources
• Leadership Development
• Learning & Development
• Talent Acquisition
• Talent Management
Offerings
- WhatWorks® Membership: Research, Tools, Education,
Consulting
- IMPACT®: The industry’s premiere conference on the
Business of Talent
- Advisory Services & Consulting
Human
Resources
Leadership
Development
Learning &
Development
Talent
Acquisition
Talent
Management

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This publication contains general information only and Deloitte
is not, by means of this publication, rendering accounting,
business, financial, investment, legal, tax, or other professional
advice or services. This publication is not a substitute for such
professional advice or services, nor should it be used as a basis
for any decision or action that may affect your business. Before
making any decision or taking any action that may affect your
business, you should consult a qualified professional advisor.
Deloitte shall not be responsible for any loss sustained by any
person who relies on this publication.

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Agenda
The Need for a Wider Approach to Learning
Towards Continuous Learning
Building Learning Environments
Results, Closing Thoughts and Q&A

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The Need for Continuous
Learning

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The New Workforce and New Workplace
Employee
Mentor
Peer
Partner
Candidate
Customer
W O R K P L A C E
Interconnected
Dynamic
Performance-driven
New Leadership
More Specialized
New Models for HR
W O R K F O R C E
Multi-Generational
Global
Interconnected
Mobile
Transient
New Models for Career
Manager

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L&D’s Role: Myth vs Reality
All Learning Needs
L&D
WHO MEETS THESE?
HOW?

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Continuous Learning is Valued
3%
4%
8%
14%
28%
33%
36%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Corporate documentation
User generated materials
Formal training - outside provider
Peers, friends, personal networks
Formal training - company provided
Coaching by supervisor
On the job mentoring, projects, rotation
On the job experience
Which learning approaches drive the greatest business value
in your organization?
72% of companies believe
their most valuable
learning approaches
are informal, yet only
30% of resources
are focused here
© Bersin & Associates, High-Impact Learning Practices®
n=1,100, www.bersin.com/hilp

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A New Role for L&D
The “Enabler and Facilitator” of Learning
Are you ready?

Business Challenge
• In 2010, we introduced the Richardson Consultative
Sales process to the CooperVision (CVI) sales
organization
• We needed a cost effective way to reinforce the
learning without taking the sales professionals out of
their sales territories
• We needed to reinforce the learning across all levels
of the sales team
• Find a platform for sustainment that would be user
friendly and viewed positively.

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Towards Continuous Learning

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WE Retain When We Interact
The impact of continuous learning
Bersin & Associates Research
High Impact Learning Organization 2008
The greater the sensory involvement, the
more content learners retain.

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A Traditional Approach
Some attention
given to before
and after…
Primary
emphasis and
most resources
given to
intervention;
L&D feels little
to no ownership
for rest.
Before Intervention After
L&D’s Responsibility

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A Better Approach
Significant
attention given
to before and
after.
Intervention is
still privileged
above the
others.
L&D feels
moderate
ownership for
rest.
L&D’s Responsibility

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A Continuous Learning Approach
Attention given
to all phases.
Environmental
vs Intervention
Driven
Recognition that
other phases are
of at least equal
importance.
L&D takes
ownership for
“learning as
process”.
Program
Program
On Demand Learning Social Learning
Embedded Learning
Learning Environments

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Continuous LearningExpert
Novice
Time
Today’s Continuous Learning Model
Traditional Training
Training
Event
Traditional Training
Training
Event
Job
Aids
E-learning
courses
Coaching
Mentoring
Social
Networking
Career
Curriculum
Communities
of Practice
Mobile
Learning

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Social Learning
Intentionally Enabled in 5 Common Ways
Expertise Matching /
Network Building
Mobile Social
Social Learning
Environments
Social Reflection
Social Analytics/SNA
Blending Social
into Formal
Coaching &
Mentoring,
Apprenticeships,
Rotations
Communities of Practice
Environmental /
Multiple Needs
Tactical /
Problem Solving
Programmatic /
Single Need
Strategic / Capacity
Building
Transfer
Support
Social
PM

Solution
QuickCheck™
• Reinforces the Richardson learning and other selling
initiatives
• 20 Questions circulated over 6 weeks-2 questions 3X
per week
• Accessed on any device for convenience
• Low time impact-about 5 minutes or less per day
• Best practice- initiate within 4-6 weeks of learning

2121
Please Share Your Examples
in CHAT

2222
Building Learning
Environments

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Learning Environments
Expanding the Definition of Blended
Rather than one intact learning program, they are
a blend of approaches
- Made available to the intended audience
- Deliberately staged to be available to the learner when needed
Environments are designed for participation:
- Self-sustaining – can maintain with user-submitted content
- Multi-modal - content can be quickly accessed in a variety of
forms
- Open structure – users can define and invent uses for the
environment

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A New Set of Roles w/ New Skills
Letting go of the “Content Design and Delivery” Role
Employee
Content
Manager
(Media)Portfolio
Manager
Performance
Consultant
Talent
Management
Expert
Community
Manager
(Interactions)
Connection
Manager
(Directories)
Systems Integration
Interface to IT standards
Expert Directories
Community Management
Sharing Guidelines
Cultural Reinforcement
Rewards and Feedback
Monitoring and Standards
Content Standards
Authoring Tools
Content System(s)
Publishing Tools
Information Architecture
THESE ARE
NOT
MODERATORS!

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A Culture of Continous Learning is a
Business Strategy!
Organizations with a Strong Learning Culture Significantly Outperform
their peers…
Innovation
92%
more likely to
devise novel
prods &
processes
Productivity
52%
greater
employee
productivity
CSAT
53%
better
response to
customer
needs
Costs
50%
greater ability
to manage
costs
Time to
Market
56%
more likely to
be first to
market
Profitability
17%
more likely to
be market
share leader
From: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, June 2010

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But Such a Culture is a Product of
How Business Operates, Not L&D
20%
62%
18%
HILC Practice Ownership
Leadership
Management
HR / L&D
From: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, June 2010

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Results, Closing Thoughts
and Q&A

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Impact Measurement Framework®
© Bersin & Associates – Adapted for Informal Learning Environments
Adoption Utility AlignmentEfficiency Attainment
Did you reach the
desired audience?
Did they complete or
comply as desired?
Who did not comply
and why?
How well do programs
solve the workforce’s
particular problems?
How well did it align
to the specific job-related
problems and issues?
Would learners recommend
this program to their peers?
How efficient and
cost-effective
How did it compare
to other similar programs
or competitive programs?
How well did it use
learner’s time?
How well were
program business
priorities defined?
How well did business
units buy off on the
value of this program
relative to
other investments?
How well did you
meet specifically
defined client
(business user
or customer) objectives?
These may be
revenue, time to
market, compliance,
time to complete, etc.
Satisfaction Learning
1
3
2
4 5 6 7
Individual Performance Organizational Performance8 9
Contribution Feedback
Activity
10 11
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Results
• Reps keep up with the learning-over 95% actively
engaged
• Scoreboard encourages healthy competition and
visibility
• Offers opportunity for Sales Managers to Coach

What’s Next?
Use QuickCheck to:
• Reinforce future product launches
• Sustain learning and best practices for CRM
• Improve change management process
In conjunction with:
• Classroom learning
• Coaching
• Online learning

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1
• Take a Marketer’s Approach to Knowing Your Audiences
2
• Reskill the Learning Professional to Support New Model.
3
• Honor, Engage, Enable the Front Line Leader.
4
• Use Tech to Add Speed & Reach (not just efficiency).
5
• Build Learning Environments, Not Just Interventions.
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• Leverage the Learning Power of Work Itself.
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• Be Accountable to Changing Needs of Today’s Workplace.
Closing Thoughts
Supporting Continuous Learning

About Deloitte
As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see
www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may
not be available to attest clients under the rules and regulations of public accounting..
Copyright © 2013 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited
DM1

DM1 Returned from RRomney in QRM on 4/9
Mallon, David, 4/11/2013

Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2

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