Learning Impact: A Progress Update
Making an impact with learning and development has been the bedrock of our research programme since 2003. How can L&D impact both organisational and business performance and what are the tactics of the most successful organisations?
One area that has grabbed our attention for some time is the way that L&D go about demonstrating value back to the business. In our 2015-16 Industry Benchmark Report Embracing Change, we see that 9 out of 10 L&D leaders around the globe are are looking to improve business agility employee engagement and business performance – all critical business issues. At the same time, 45% report that a significant barrier to change is that our initiatives are just not seen as a management priority.
To address this issue, it is critical that L&D need to become more confident in understanding and articulating the impact that we are having. This is too big an issue to ignore, so we’ve decided to dig deeper into the data that we have from 600 L&D leaders in last year’s benchmark to answer these questions:
- What is learning impact?
- Why is it important?
- Where do we start?
- How do we go deeper?
We will be releasing the findings in early June, in a new In-Focus report thanks to the support of our founding Ambassador LEO. In the meantime, here’s some early findings from our exploration so far:
Today’s L&D leaders understand the importance of data in demonstrating value but we’re failing to act on it:
- 96% of L&D leaders in the study are looking to improve the way they gather and analyse data on learning impact. However, only 17% are achieving it in 2015 – a figure that has dropped from 26% in 2010.
We are struggling to getting to grips establishing basic benchmarks on learning impact:
- 24% know how long it takes for learners to become competent in their job roles
- 17% know the opportunity costs about the different ways that staff learn
L&D are potentially a negative bunch – those that guessed at the impact of their programmes, considerably underestimated the value that they added compared with those who measured their impact:
- Those that measured improvements in time to competency reported a 12% improvement, those who guessed reported a 9% improvement.
- Those that measured the increase in the reach of their programme programme reported at 31% improvement vs a 14% improvement from those that guessed.
Only half of us think about impact at the beginning of the learning process:
- 55% analyse the business problem before recommending a solution
- 31% identify KPI’s up front with business that they want to achieve
- 36% have a plan for how we will meet the agreed business metrics/KPIs
- 17% measure specific business metrics when evaluating the effectiveness of learning technologies
Learning impact is more than just traditional ROI but few of us are capturing and sharing stories of success:
- 40% encourage peer-to-peer feedback about the impact of learning
- 26% publicise the successes of individuals
The early findings have really whetted our appetite to find out more and we will be publishing the report and suggested action plans in Early June.
Benchmark Your L&D Strategy
At Towards Maturity, we have identified six workstreams that characterise successful, high performing organisations. From these workstreams, we have developed a common framework of effective practice.
Benchmarking against that framework helps L&D pinpoint the strengths and weaknesses of their own organisation, work out what needs to change and map out actions. In short, the Towards Maturity Benchmark is a structured framework that helps learning leaders under pressure identify the actions that will bring tangible results in the workplace. It helps you to work out how to get from A to B!
In order to achieve true and lasting transformation, organisations need to take it one step, one stage at a time, says Piers Lea, chief strategy officer at LEO and Learning Technologies Group plc, and a Towards Maturity ambassador. It’s also what the latest Towards Maturity benchmark report ‘The Transformation Curve’, says when it outlines the four stages of maturity – Optimising Training, Taking Control, Letting Go and Sharing Responsibility.
Read about the two things that Ken Govan, from our ambassadors Cegos, particularly likes about ‘The Transformation Curve’, the latest Towards Maturity benchmarking report.
Someone who knows a thing or two about transformation is John Helmer, Director of Marketing at Lumesse Learning. “There’s rapid disruption of business models in this digital age. As something is becoming mature, that’s the stage that you need to move towards the next development.”
Get access to high quality research case studies and resources
Join our research community and create your free account – you’ll get access to case studies, sponsored research and resources.
Jenny Lycett thinks it’s high time that everyone owns learning, not just the L&D department. “I think there are plenty of benefits from organisations seeing L&D as a shared responsibility and I think this is a huge change from what we’ve seen in the past,” she says.
Some avoid it like the plague, many are ambivalent and others embrace it fully. Whatever our position, we can’t avoid the L&D ‘F’ Word.
“When they revealed ‘The Transformation Curve’ and I saw how they had interpreted the data into a model of maturity, I was blown away,” says Stephanie, director of learning solutions at Bray Leino Learning and a Towards Maturity ambassador. “It left me feeling excited for the future of learning and development”