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!
Measuring the benefits of L&D and comms initiatives remains a challenge. Just one in eight learning and development professionals1 believe their organization measures the return on investment of learning programmes. Success can be measured either through quantitative measurement or qualitative change, but whatever approach is chosen, effective measurement is vital to ensure L&D and comms strategies are delivering on objectives and attract future investment.
Micro-learning delivers learning nuggets in easily digestible, bite-sized chunks. Learners can access micro-learning as they need it, on the job. Industry expert Josh Bersin describes micro-learning as an ‘amazing innovation’, explaining that microlearning platforms now let you manage the proliferation of video, assessment, and other small content objects with tools for curation, tracking, recommendations, and AI-based prescriptive learning”.
A huge congratulation to all the winners and nominees at the 2018 Learning Technologies Awards, held on Wednesday night in London. We were delighted to join in the celebrations on the night and get together with so many members of the learning and development community!
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As learning professionals, we want to design interventions that lead to lasting change. Shifting behaviour involves a process that continues long after the programme finishes. Our research has shown that mature learning organisations are more successful at integrating learning and work, but they don’t abandon formal learning. One of their strategies is to design learning campaigns and programmes that build and encourage new habits.
In the final installment of our ambassador round up series, we speak to Peter Casebow, CEO of Good Practice, about his thoughts on the Transformation Curve.
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.