High-Impact Learning

Culture
A New Era in Corporate Learning & Development

Josh Bersin
September, 2010

Copyright © 2010 Bersin & Associates. All rights reserved.

About Bersin & Associates
ƒ Who We Are

• Bersin & Associates is an industry research and consulting company focused on helping
organizations understand and apply best practices in L&D and talent management to improve
effectiveness, efficiency, and performance.

ƒ Practice Areas

• Learning & Development

• Leadership & Succession
• Talent Management
• Talent Acquisition
• Human Resources

ƒ Offerings

• Comprehensive Research and Tools

• WhatWorks® Research Membership
• Consulting
• Benchmarking
• Workshops

Copyright © 2010 Bersin & Associates. All rights reserved. Page 2

 Bersin WhatWorks® Membership Program
Human
Learning & Talent Leadership Talent
Resources
Development Management & Succession Acquisition
(coming)

Research and Tools

Frameworks, Maturity Models, High Impact® Research Programs, Factbooks®
Member Success Program

Scorecards, checklists, forms, RFP’s, selection guides, case studies, solution provider library

Advisory Services
Ask the Experts®, Business Impact Workshops
Analyst Advisory Calls

Networking and Professional Development

Member Roundtables, Peer Connection®,
IMPACT Conference, Bersin Lexicon®, Analyst Blogs

Consulting Services
Strategy Development, Executive Alignment, Benchmarking,
Systems Selection and Roadmap, Measurement Strategy and Programs

Copyright © 2010 Bersin & Associates. All rights reserved. Page 3

 Our Research in High-Impact L&D

High-Impact High-Impact High-Impact Enterprise Learning High-Impact

Learning Organization® Learning Measurement® Learning Practices® Framework Learning Culture®
HILO HILM HILP MELI HILC

The Corporate Learning

Factbook®

Copyright © 2010 Bersin & Associates. All rights reserved. Page 4

Agenda
ƒ Today’s business and workforce environment
• Impact on employees and workers
• Impact on L&D and HR

ƒ Four keys to organizational success

• Deep specialization
• Career development
• Talent mobility
• New models of leadership

ƒ The New High-Impact Learning Organization®

• A new role in the organization
• Building a continuous learning model
• Embracing social and informal learning
• Focus on a new set of disciplines

ƒ Role of a learning culture

Copyright © 2010 Bersin & Associates. All rights reserved. Page 5

Forces for Transformative Change

Business Climate Workforce Changes

Growth Regulation Millenials Competitive

Expansion Globalization Teamwork

Multi-Gen
THE ECONOMY
Workforce
Product Launch
HR and L&D Leaders
Retiring Boomers

Merger PC, Browsers

Acquisition

Mobile HR Systems
Restructure Reorganization
New Leadership Social Networking
Competencies
Organization Dynamics Technology

Copyright © 2010 Bersin & Associates. All rights reserved. Page 6

 2010 Business Environment
Innovation, globalization, expansion, within budgets
What Are Your Organization’s Top Business Challenges for 2010?
41%
Financial pressure to cut costs
60%
24%
Severe business downturn
41%
25%
Competitive threats
24%
32%
Need to Accelerate Innovation
24%
+90% increase
16%
Declining margins
22%
12% 44% of organizations
Diminished access to capital
13% are focused on
17% new products & services
New top management team
13% up from 23% last Qtr
10% - highest % in two years
Launching new products and services
13%
52% see accelerating
13% growth vs. 38% last year
Global expansion 100% increase
6%
10%
Acquisition or mergers
9%
19% 4-fold increase
Rapid business growth
5% June 2010
© Bersin & Associates, Corporate TalentWatch®
Research, Senior HR and Business Executives, 1/2010
May 2009

Copyright © 2010 Bersin & Associates. All rights reserved. Page 7

 Workforce Workplace
The New Multi-Generational Interconnected

Workforce Global
Interconnected
Dynamic
Performance-driven
and New Mobile New Leadership
Transient More Specialized
Workplace New Models for Career New Models for HR

Candidate Peer
Manager

Partner

Mentor Customer
Employee

Copyright © 2010 Bersin & Associates. All rights reserved. Page 8

 Leadership & Capability Gaps
What Are Your Organization’s Top Talent Challenges for 2010?
60%
Creating a Performance-Driven Culture 65%
74%
Gaps in the Leadership Pipeline 66%

New Skills for Product and Business Changes

56% #1
51%
56%
Skills Gap in Critical Positions 46% #2
44%
Difficulty Filling Key Positions 32%
18%
Managing layoffs and downsizing 33%
35%
Low engagement or employee dissatisfaction 38%
31% Q2 2010
Retirement of Key Workers 25%
36%
Q2 2009
Retention in Key Positions 25%

0% 10% 20% 30% 40% 50% 60% 70% 80%

© Bersin & Associates, Corporate TalentWatch®

Research, Senior HR and Business Executives, 6/2010

Copyright © 2010 Bersin & Associates. All rights reserved. Page 9

 Urgency to Globalize
Automobile Sales – U.S. vs. China

20 U.S.
18
16
Million Vehicles Sold

13.0 million
14
12
10
10.3 million
8 China
6
4
2
0
2001 2002 2003 2004 2005 2006 2007 2008 2009

Copyright © 2010 Bersin & Associates. All rights reserved. Page 10

The “Crew Change” at Global Oil Co.

Institutionalized
Knowledge to be
Transferred

Copyright © 2010 Bersin & Associates. All rights reserved. Page 11

 Need for Informal Learning
Which learning approaches drive the greatest business value
in your organization?

On the job experience 60%

On the job mentoring, projects, rotation 36%

Coaching by supervisor 33%

Formal training - company provided 28%

Peers, friends, personal networks 14%

Formal training - outside provider 8% 72% of companies believe

their most valuable
User generated materials 4% learning approaches
are informal, yet only
Corporate documentation 3% 30% of resources
0% 10% 20% 30%
are
40%
focused
50%
here
60% 70%
© Bersin & Associates, High-Impact Learning Practices®
n=1,100, www.bersin.com/hilp

Copyright © 2010 Bersin & Associates. All rights reserved. Page 12

 How the Economy Changes L&D
Collaboration
E-Learning Rationalized
Social Networks
LMS E-Learning
Communities of
Virtual Blended Learning
Total Spending Practice
Classroom Learning Portals
on Corporate L&D Blogs and Wikis
Content Classrooms come
Virtual Classroom
Development back
Informal Learning

12-15%
20-22%
Drop in
Drop in
2 Years
2 Years

2000-2001 2008-2009
Recession Recession

Copyright © 2010 Bersin & Associates. All rights reserved. Page 13

Evolution of Enterprise Learning
Change in Disciplines, Technologies, and Strategies
We are Here
Get Materials Expand, Blend Solve Talent Informal Learning
Online Improve E-Learning Problems Skills & Specialization

Building Deep and Integrated Alignment with the Business

Career Development
Rich Catalog Learning Paths Competency-Based
Deep Specialization
University Role-Based Learning
Leadership Development

Search, Collaboration,
Instructional Design Rapid E-Learning
Community
Kirkpatrick Information vs. Instruction Understanding
Integrating
Information Architecture
Selecting and Integrating Multi-Generational
and Aligning
Implementing Adapting, and Workforce,
with Collaborative / Social
E-Learning
E-Learning and InteractivityEnriching Blended Informal Learning,
Get Materials Online Simulation Learning
Talent Learning, Content Mgt,
the LMS Blended Learning and
Management Rich Media
Globalization

Learning Portal
LMS LMS
1 2 3 Blogs, Wikis,
4 Twitter,
E-Learning Platform Enterprise Learning Platform
Mobile, and Social Networks

2001 2004 2007 2010

Copyright © 2010 Bersin & Associates. All rights reserved. Page 14

Agenda
ƒ Today’s business and workforce environment
• Impact on employees and workers
• Impact on L&D and HR

ƒ Four keys to organizational success

• Deep specialization
• Career development
• Talent mobility
• New models of leadership

ƒ The New High-Impact Learning Organization®

• A new role in the organization
• Building a continuous learning model
• Embracing social and informal learning
• Focus on a new set of disciplines

ƒ Role of a learning culture

Copyright © 2010 Bersin & Associates. All rights reserved. Page 15

 Deep Specialization
ƒ Realization that Expertise
drives competitive advantage
ƒ Specialization improves
quality and reduces cost
ƒ Deep skills are developed
through “deliberate practice”
and reinforcement
ƒ Deep skills come from a wide
range of learning and
development experiences
ƒ Career Development in all
critical job roles
You Cannot Compete
with these organizations

Copyright © 2010 Bersin & Associates. All rights reserved. Page 16

 Enabling Specialization at Accenture
The foundation for developing skill is supporting deliberate practice for the
individual – giving people ways to constantly work on their “growing edge.”

Experience & Collaboration

Level 4 • SME role in Community of Practice and training development
Expert • Advise on varied cases; collaborate w/peers to advance specialty

• Job assignments focus on breadth across contexts; QA review work in

Proficiency Level

Level 3
Advanced specialty area
• Teach and mentor others

• Job assignments focus on growth: increased complexity, functional or

Level 2
Proficient technical area
• Share problems/stories with peers & more experienced practitioners

Level 1 • Hands-on Classroom learning or simulations

Novice • Realistic work tasks with feedback

Training
Level 0 • Online Learning, Knowledge Assets build body of knowledge
Trained • Practice activities with feedback build basic skills

Copyright © 2010 Bersin & Associates. All rights reserved. Page 17

 Value of Career Development
“Manage your Own Career” Damages Organizational Performance

25% Average Business Impact (12 “A Career Development

measures) Strategy”
Engagement and retention
20%
in business impact
% Improvement

15%

10%

5%

0%
Individually Manager Level Business Unit Level Enterprise Level
-5%

-10%
“Manage your Own Career”
-15%

-20%

Copyright © 2010 Bersin & Associates. All rights reserved. Page 18

 Cisco Sales Career Development
Corporate Leadership Development Program
Designation or Certification
Senior Peer Review Board

Real-world and

Coaching and Mentoring

Communities of Practice

peer review
Expert – Mastery
Web 2.0 Collaboration
On-Demand Video

(real-world simulations, advanced topics)

Peer-based Gated Assessment Business Outcome Challenge #1

Job Performance
Sales Account Sales Technical Technical
outcomes
representative
Advanced
Manager Leader Specialist Leader

(requirements, simulations, assignments, resources)

Peer-based Gated Assessment Business Outcome Challenge #1

Skills and Knowledge

outcomes Foundational Program
(requirements, electives, resources)

Pre-Assessment – Place Individual on the Roadmap

Role-Specific Competency Models

Cisco Learning Platform: Develop, Manage, Administer, Measure
Talent Management Integration

Copyright © 2010 Bersin & Associates. All rights reserved. Page 19

Career is #2 Driver of Engagement

Copyright © 2010 Bersin & Associates. All rights reserved. Page 20

Strategic Development Planning
Career Management
Succession or Leadership
Management Development

ORGANIZATION INDIVIDUAL
NEEDS NEEDS / DESIRES
VALUES

STRATEGIC
DESIRED
INITIATIVES COMPETENCIES ANNUAL
Individual
(KNOWLEDGE, GOALS
DESIRED Development DEVELOPMENT
BUSINESS
BEHAVIOR, INDIVIDUAL NEEDS
Plan (IDP) MOBILITY
OUTCOMES SKILLS) DEVELOPMENT
OPEN POSITIONS PLAN (IDP) STRENGTHS CAREER
ASPIRATIONS
&
MISSION
OPPORTUNITIES
VISION

Strategic Performance
Competencies Management
Organizational Career &
Planning / Succession
Restructuring Management

Copyright © 2010 Bersin & Associates. All rights reserved. Page 21

Impact of Development Planning

ƒ Organizations with highly effective

development planning significantly
outperform those without.

With Without
Voluntary Turnover 8% 11%
Turnover among High-Performers 2% 3%
Ability to “develop great leaders” 23% 7%
Ability to “plan for future talent 22% 6%
needs”
Median Revenue per Employee $169,000 $82,800

Copyright © 2010 Bersin & Associates. All rights reserved. Page 22

Talent Mobility as Business Strategy

ƒ Evolve from succession thinking

to transparent talent mobility
ƒ Career management at all levels
of the organization
ƒ Move from “pinball machine” to a
deterministic model for talent
ƒ Transparent information and
discussions about people

Copyright © 2010 Bersin & Associates. All rights reserved. Page 23

Why has JPM Chase Outperformed
their peers?

Copyright © 2010 Bersin & Associates. All rights reserved. Page 24

8 Types of Talent Mobility

Top
Management

Senior Management

SMEs Middle Management

(Consultants)

Senior Specialists First Line Management

Functional Specialists / Front-Line Employees

Back Office, Operational, Contingent Employees

Copyright © 2010 Bersin & Associates. All rights reserved. Page 25

8 Types of Talent Mobility

Top
Top
Management
Management

Senior Management
Developmental
Assignment
SMEs Middle Management
(Consultants)
Stretch Lateral
Assignment Promotion
Senior Specialists First Line Management
External
Part Time Upward Assignment
Loan Promotion / Front-Line Employees
Functional Specialists
Lateral
Assignment
New
Back Office, Operational, Contingent Employees
Assignment

Copyright © 2010 Bersin & Associates. All rights reserved. Page 26

New Leadership Models

ƒ New competencies for success:

global awareness, innovation,
collaboration, change, disruption
ƒ Action learning takes the lead:
cohorts, real-world assignments
ƒ Mentorship: leaders teaching
leaders, apprenticeships,
facilitate “changing of the guard”

Copyright © 2010 Bersin & Associates. All rights reserved. Page 27

Agenda
ƒ Today’s business and workforce environment
• Impact on employees and workers
• Impact on L&D and HR

ƒ Four keys to organizational success

• Deep specialization
• Career development
• Talent mobility
• New models of leadership

ƒ The New High-Impact Learning Organization®

• A new role in the organization
• Building a continuous learning model
• Embracing social and informal learning
• Focus on a new set of disciplines

ƒ Role of a learning culture

Copyright © 2010 Bersin & Associates. All rights reserved. Page 28

How L&D Drives Success

Individual
Organizational
Specialization
Learning Agility
and Skills

A Set of Learning Programs within a Learning Architecture

A Learning Environment which Facilitates and Supports Learning

Copyright © 2010 Bersin & Associates. All rights reserved. Page 29

 The Modern Learning Model

Expert Continuous Learning

Coaching Communities
Mentoring of Practice Career
Social Curriculum
Learning

On Demand
Learning Training
Event
Job
Aids

Novice Traditional Training

Time

Copyright © 2010 Bersin & Associates. All rights reserved. Page 30

L&D’s Evolving Role:
The “Enabler and Facilitator” of Learning

Copyright © 2010 Bersin & Associates. All rights reserved. Page 31

 The Traditional Way…

Learning Programs
Organization, Governance, and Management

Approaches

Learning Architecture
Formal Program Design
(ADDIE or other)

Disciplines of L&D
(Instructional Design, Kirkpatrick, …)

Tools and Technology

(LMS, Development Tools, …)

Copyright © 2010 Bersin & Associates. All rights reserved. Page 32

 A New Model

Organization, Governance, and Management

Learning Programs
Audiences, Problems, and Environment

Informal

Learning Architecture
Approaches

Formally
Designed On-Demand Social Embedded
Training
20% 80%

New Disciplines
Disciplines
New Tools
Tools and
and Technology
Technology
Learning Culture
Bersin & Associates Enterprise Learning Framework®

Copyright © 2010 Bersin & Associates. All rights reserved. Page 33

 Bersin & Associates Enterprise Learning Framework®

Leadership Career Customer Project and Customer

Learning Development Development
Onboarding
Service Process Education Systems

Channel
Programs Technical
Organization, Governance, and Management
Product
Management Compliance Sales Training IT Skills
Professional Knowledge

Audiences & Jobs Roles Competencies Proficiencies Preferences Demographics Geographies Business Problems
Environment

Informal

Learning Architecture
Approaches

Formal On-Demand Social Embedded

Instructor Led Training E-Learning Wikis, Blogs, Forums Performance Support
Virtual Classroom Search Expert Directories Feedback
Games Books, Articles Social Networks Rotational Assignments
Simulations Videos Communities of Practice After Action Reviews
Testing & Evaluation Podcasts Conferences &Colloquium Quality Circles
E-Learning Learning/Knowledge Portals Coaching & Mentoring Development Planning

Performance Information Content Change Measurement &

Consulting Architecture Development Management Evaluation
Disciplines Instructional Knowledge Program Community Business
Designs Management Management Management Intelligence

Tools & LMS, LCMS

Learning Portals
Content
Development
Collaboration
Rich
Media
Assessment Performance
Support
Reporting and
Analytics
Talent Mgt. Content Social Virtual Measurement
Technology Systems Management Networking
Mobile
Search,
Tagging Classroom Sustems

Executive Development Performance and Innovation Employee

Support Planning Talent Management Programs Feedback
Culture Learning integrated Knowledge Customer Mentoring and Learning from
With Business Planning Sharing Listening Knowledge Sharing Mistakes

Copyright © 2010 Bersin & Associates. All rights reserved. Page 34

 Informal
The Challenge: Learning
Concepts
Communities Portals
of And
Practice Wikis

Mobile Social
Devices Networking
Tools

And
Community New models
Management
approaches
for instructional
design What
Corporate
Learning
culture
New software
Else?
Platforms

New forms
of governance
and ownership Search,
Information Tagging, Rating
Architecture Taxonomies

Copyright © 2010 Bersin & Associates. All rights reserved. Page 35

Dare2Share

Copyright © 2010 Bersin & Associates. All rights reserved. Page 36

Unexpected ROI of Informal Learning

Copyright © 2010 Bersin & Associates. All rights reserved. Page 37

The US Federal Reserve

Copyright © 2010 Bersin & Associates. All rights reserved. Page 38

The Bank Examiner: Critical Role

ƒ 40% have under 5 years

experience
ƒ 40% have more than 20
years of experience
ƒ Only 20% have 5-20 years
of experience

ƒ Solution: A Knowledge
Sharing Culture, System,
and Program

Copyright © 2010 Bersin & Associates. All rights reserved. Page 39

Culture and Systems for Knowledge
Sharing and Deep Expertise
ƒ New Examiner commissioning
process
ƒ Assigned coaches and peers for all
new examiners
ƒ Lessons learned videos posted by
experts
ƒ Quizzes required after each video is
viewed
ƒ Volunteers contribute information to
each lesson
ƒ Collaboration days
ƒ Communities of practice
ƒ After-Action Reviews Internal Social Networking
and Knowledge Sharing

Copyright © 2010 Bersin & Associates. All rights reserved. Page 40

Lessons Learned - Culture
ƒ Need for “Chief Culture Officer” to tie together rewards,
incentives, rules, and programs for knowledge sharing
ƒ Learning Executive Council to drive change and ongoing
investment

Copyright © 2010 Bersin & Associates. All rights reserved. Page 41

What this
Means to
You
Copyright © 2010 Bersin & Associates. All rights reserved. Page 42
 A New Set of Disciplines
Comparing the Top 10% of High-Performing L&D Organizations (n>1,000)

Marketing & Communications 3.1

4.2
Modern High
#3 Business Intelligence / Analytics 2.8
4.0 Performance
Business Acumen 3.2 Learning
4.1 Organizations
Knowledge Management 2.6 are particularly
#1 3.8
2.6 strong in:
#2 Information Architecture 3.8
2.7 • Knowledge
Quality/Process Improvement methodologies… 3.7 Management

Systems Thinking 2.9

4.0 • Information
3.4 Architecture
Project Management 4.3
3.1 • Business
#5 Performance Consulting 4.2 Analytics

Coaching & Feedback Skills 3.2

4.3 • Rich Media
2.8 New Media
#4 Development of Rich Media (ex: audio, video,… 3.9
3.5 • Performance
Instructional Design 4.4 Consulting
High Impact Learning Practices
All Top 10%
© Bersin, 2009, 1000+ respondents
www.bersin.com/hilp Organizations in Impact

Copyright © 2010 Bersin & Associates. All rights reserved. Page 43

New Reward and Policy Systems

ƒ Rate and Rate contributions

ƒ No-one is anonymous
ƒ Top contributors recognized
ƒ Sharing information
becomes corporate culture
ƒ Policies for usage
ƒ Senior Executive Support

Copyright © 2010 Bersin & Associates. All rights reserved. Page 44

 A New Set of Roles
Letting go of the “Content Design and Delivery” Role

Content Standards
Authoring Tools
Content Content System(s)
Manager Publishing Tools
Employee
Portfolio (Media) Information Architecture
Manager
Community Management
Performance Community Sharing Guidelines
Consultant Manager Cultural Reinforcement
(Interactions) Rewards and Feedback
Monitoring and Standards
Talent
Management
Expert Connection
Systems Integration
Manager Interface to IT standards
(Directories) Expert Directories

Copyright © 2010 Bersin & Associates. All rights reserved. Page 45

 A New Technology Architecture
Enterprise Social
Software Talent Mgt
System
Employee Tech
Manager

Employee Portal
Support Peer

LMS

Knowledge
SME Database
Wiki
What I need to know right now.
What skills and competencies I need.
Who I can ask for help.
It’s all about me. My job. My role. My assignment.

Copyright © 2010 Bersin & Associates. All rights reserved. Page 46

Agenda
ƒ Today’s business and workforce environment
• Impact on employees and workers
• Impact on L&D and HR

ƒ Four keys to organizational success

• Deep specialization
• Career development
• Talent mobility
• New models of leadership

ƒ The New High-Impact Learning Organization®

• A new role in the organization
• Building a continuous learning model
• Embracing social and informal learning
• Focus on a new set of disciplines

ƒ Role of a learning culture

Copyright © 2010 Bersin & Associates. All rights reserved. Page 47

 Culture Really Matters
52%
High Performing Organizations are
3X more likely to have a strong learning
culture

24%
18%

All Organizations
3% 3%

Poor Fair Good Excellent World Class

We do not A few locations Learning valued Learning is Valued at
value learning value learning in some locations highly valued all levels

Strength of Learning Culture

37%
32%

22%

7%
2%
High-Impact Organizations

Copyright © 2010 Bersin & Associates. All rights reserved. Page 48

Copyright © 2010 Bersin & Associates. All rights reserved. Page 49
Lessons on Innovation and Growth
Broad Spans of
Control

Highly Diverse
Workforce

Flat Organization
Structure

Open Dialogue
Secrets of Success for Innovation on Decisions
and Growth

Copyright © 2010 Bersin & Associates. All rights reserved. Page 50

 Learning Opportunities Everywhere
Successes Mistakes Role Playing
Meetings Manuals Lectures
After Action Review
Hundreds of Activities and
Demonstrations
Friending Ratings
Case
Interview Behaviors Drive Studies
Whitepapers Lunch ‘n
Websites Organizational
Learns Learningof
Communities Podcast
Wiki’s
Webinars Practices
Who does training Experiments
Job Rotation Programs
PerformanceWho is promoted
Support Consulting
VirtualTraining Styles Who is rewarded Blogs
Tagging Worlds Behaviors eLearning
Processes
Linking
What systems are used Conferences
Programs How communications
Classroom LeadershipProject Post-Mortem
takes place
Management Customer Data Video
Feedback RewardsGoals How leadership behaves
Role Models
Advice Coaching
Mentoring Books Articles Following
Play Among 100+ we Search
investigated, Job Shadow
Peers we found Visual Aids
Instructions
Discussion Boards Social
40 that “Really Matter.”
Collaboration Onboarding
Micro-blogs Chalk Talks Networking
Debates
Simulations Journaling Observation Stretch Goal
Labs

Whether formal, informal or social, in-person or online …

learning opportunities are holistic

Copyright © 2010 Bersin & Associates. All rights reserved. Page 51

HILC Methodology

Identify
the top 40
Define
Business Practices Develop
Outcomes report,
Survey and Expose tools,
Compare which scorecards,
Interview
Practices to Practices and HILC
1000+
Outcomes
Organizations drive assessment
Define what
100+
Outcomes
Cultural
Practices

Copyright © 2010 Bersin & Associates. All rights reserved. Page 52

Business Outcomes
Ten Performance Measures we Studied
Productivity Ability for employees to do more with less.

Innovation Ability to create new, better products, services, and processes

Learning Agility Ability to adapt to market changes and take advantage of opportunities.

Workforce Expertise Ability to grow and maximize employee expertise.

Time to Market Ability to get products out faster.

Market Share Ability to outperform competition in the market.

Customer Responsiveness Ability to meet immediate customer needs quickly and efficiently.

Customer Satisfaction Ability to solve customer problems to their expectations.

Customer Input Ability to capture and act on customer needs.

Cost Structure Ability to operate efficiently and continuously reduce cost.

Copyright © 2010 Bersin & Associates. All rights reserved. Page 53

General State of Culture

Three Lowest:

• Empowerment
• Reflection
• Demonstrating
Learning’s Value

Copyright © 2010 Bersin & Associates. All rights reserved. Page 54

Strong Correlation to Results

Copyright © 2010 Bersin & Associates. All rights reserved. Page 55

 Strong Cultures = High Performers

Overall Performance at Business Outcomes

160.00

140.00
#

120.00
All companies
o
f across all 10 outcomes
100.00
C
o
80.00
m
p
a 60.00
n
i 40.00
e
s
20.00

0.00
1 1.5 2 2.5 3 3.5 4 4.5 5
MEAN (1-5)

OVERALL High Performers (Top 10% at Biz Outcomes) HILC Top 10%

Copyright © 2010 Bersin & Associates. All rights reserved. Page 56

HILCs Leaders in Innovation
140.00

120.00

100.00
All companies comparing
# of Organizations

80.00 innovation as outcome

60.00

40.00

20.00

0.00
1 2 3 4 5
INNOVATION (Scale of 1-5)

OVERALL High Performers (Top 10% at Biz Outcomes) HILC Top 10%

Copyright © 2010 Bersin & Associates. All rights reserved. Page 57

Copyright © 2010 Bersin & Associates. All rights reserved. Page 58
 Leaders open to bad news Demonstrate
Asking questions is encouraged
Decision-making clearly defined
Learning’s
Building Employees have influence over job

Value
Trust Organization values people who learn new skills
Organization believes time for learning is valuable
Employees believe L&D offerings are high value

Empowering Employees take active role in their own developmen

Leaders frequently participate in training programs
Most employees have career plans
Organization engaged and committed to goals
Organization has core values and beliefs Organization has innovation programs widely used
Employees can explain values and beliefs Employees know what L&D programs are available
Knowledge can be shared without political risk
Employees
Employees fell safe in the work environment
Enabling
Knowledge
Encouraging Sharing
Reflection Formalizing Customers regularly interviewed and profiled
Stories about company history frequently shared
Learning as Innovations and new solutions widely shared internally
Collaboration is considered central part of L&D process
Organization surveys employees and acts on findings

Organization values mistakes as learning opportunities

Process Customer ideas widely communicated internally

Organization makes time for reflection after errors

Organization analyzes assumptions before decision-making Employees given stretch assignments
L&D regularly re-evaluates investments
Organization hires vigorously from within
Executives take interest in employee devt.
Culture and fit are used in hiring process
Copyright © 2010
Business Bersin
leaders & Associates.
rotated All rights reserved.
into L&D function Page 59
An Important Note:

Of the 40 practices we identified, only 7

are fully within the responsibility of the
L&D organization….

…8 are owned by top leadership…

and 25 are owned by line management.

Copyright © 2010 Bersin & Associates. All rights reserved. Page 60

High-Impact Learning Culture® Model
Business
Learning Culture
Outcomes
Demonstrate Enabling Formalizing Learning
Building Encouraging Empowering
Learning’s Knowledge Learning Agility
Trust Reflection Value
Employees
Sharing As Process ------------------------
Innovation
------------------------
Employee
Productivity
------------------------
Customer

Leadership Ability Motivation Satisfaction

------------------------
to Learn to Learn Customer
Responsiveness
------------------------
Customer
Acquisition + Application Input
Management ------------------------
of Knowledge and Skills Cost
Structure
------------------------
Time to
Market
------------------------
40 Practices Market
Share
of a High-Impact Learning Culture® ------------------------
Workforce
Expertise

Copyright © 2010 Bersin & Associates. All rights reserved. Page 61

Organizations with a Strong Learning Culture
Significantly Outperform their peers…

ƒ 46% more likely to be first to market (innovation)

ƒ 37% greater employee productivity (productivity)
ƒ 34% better response to customer needs (time to market)
ƒ 26% greater ability to deliver “quality products” (quality)
ƒ 58% more likely to have skills to meet future demand

ƒ 17% more likely to be market share leader (profitability)

Copyright © 2010 Bersin & Associates. All rights reserved. Page 62

How Agilent Measures Success
“The World’s Premier Measurement Company”

Agilent’s Measures of
Success
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#8 My organization believes that learning new
knowledge & skills is a valuable use of time.

• Hold managers accountable for their role as people

IMPROVING INNOVATION

developers – not just task managers;

• Hold employees accountable for completion of
development goals;
• Adopt work planning and strategic goal setting
processes which account for the people component and
which allocate sufficient time and resources for meeting
talent needs;
• Build L&D budgets into the business plan and schedule
time for employees development;
• Hold formal learning programs regularly; don’t rely
100% on self-study or e-learning.

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Consequential Learning at Cisco

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#2 Asking questions is encouraged in my
organization.
IMPROVING INNOVATION

ƒ Include a focus on questioning and dialogue skills in

leadership development programs.
ƒ Encourage the creation of additional feedback loops
through which employees can share perspectives
upward safely.
ƒ Encourage leaders to contribute to an internal blog and
to engage in discussions there.
ƒ Provide open anonymous tools which enable employees
to ask questions without fear of reprisal, and publish
answers for all to see.

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 Collaborative Leadership at Telus
‘c u l t u r e o f c o l l a b o r a t i o n’

HAB I TAT C O L LAB O RAT I O N

L E A R N I N G 2.0
SHAREPOINT 2010

the the
TELUS TELUS
team team

L E A R N I N G 2.0

‘c u l t u r e o f c o l l a b o r a t i o n’

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#7 The organization values and rewards
employees that learn new knowledge and
skills.
IMPROVING INNOVATION

ƒ Create recognition, award, certification, and career

development programs which reward training, expertise,
certification, mastery;
ƒ Hold employees accountable to development plans –
however – focus the attention of knowledge and skills
gained, not courses completed;
ƒ Celebrate people who develop themselves and share
their knowledge.
ƒ “Capability Managers” given top level positions within
industry and technology business units

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#6 My organization values mistakes and
failures as learning opportunities and
provides structured opportunities for
reflection.

ƒ Encourage leaders to talk about the value of good

IMPROVING INNOVATION

mistakes.
ƒ Help the organization to design work processes that
allow for time to reflect on what worked and what did not
work along the way. For example: after-action reviews,
project post-mortems, customer surveys;
ƒ Incorporate reflective learning cycles into learning
programs; use journaling as a tool for teaching reflection
skills ..
ƒ Teach managers and leaders to give constructive
feedback and to receive feedback as a gift.
ƒ Teach managers to monitor and evaluate “HOW” work
is done, not just “WHAT” is accomplished.

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Values Matter at ING Direct
“The Orange Code” from CEO
ƒWe are new here. Every day is a new beginning, a new set of challenges, a change to reinvent
ourselves.
ƒOur mission is to help people take care of the wealth they make. Money is the fruit of work, and
saving it is fundamental to freedom.
ƒWe will be fair. Everyone will be treated equally here.
ƒWe will constantly learn. Every experience we have will make us wiser and better at what we do.
ƒWe will change and adapt and dwell only in the present and in the future. We are nourished
by thinking about what can be done.
ƒWe will listen; we will invent; we will simplify. Our customers can make us better if we let them.
But we must first understand them.
ƒWe will never stop asking why or why not. Nothing can be sacred here except for our mission.
ƒWe will create wealth for ourselves too, but we will do this by creating value. Profit is proof
that we are fulfilling our mission.
ƒWe will tell the truth. We can’t succeed without the trust of our customers.
ƒWe will be for everyone. To be our customer, people need only a dollar and the will to be
independent.
ƒWe aren’t conquerors – we are pioneers. We are not here to destroy – we are here to create.
We have competitors, not enemies. We came here to offer people a choice.
ƒWe will never be finished.

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Agenda
ƒ Today’s business and workforce environment
• Impact on employees and workers
• Impact on L&D and HR

ƒ Four keys to organizational success

• Deep specialization
• Career development
• Talent mobility
• New models of leadership

ƒ The New High-Impact Learning Organization®

• A new role in the organization
• Building a continuous learning model
• Embracing social and informal learning
• Focus on a new set of disciplines

ƒ Role of a learning culture

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Bottom Line
ƒ High-Impact L&D programs
combine expertise in design,
architecture, implementation, and
modern learning practices
ƒ Informal learning represents the
modern and current approach to all
L&D strategies
ƒ The role of the L&D organization is
rapidly shifting from that of
“teacher” to that of “enabler”
ƒ Learning Culture is one of the most
powerful tools you have to drive
results

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