Unlocking Potential: The Fast Facts
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Today’s successful workplaces are fast moving, global and digital. Learning innovation, done well, delivers results that can support sustainable, agile workplaces. Business and learning leaders alike need to expect more.
Learning professionals are aspiring to build a dynamic learning organisation:
- 93% want to integrate learning and work (up from 80% in 2015)
- 95% want to respond faster to the speed of business
- 98% want to support the sharing of good practice
- 90% want to play an active role in supporting business innovation (up from 80% in 2015)
However, learning provision today has not changed much in 5 years:
- 56% is delivered face-to-face
- 19% of budget is allocated to learning technologies
- 22% is delivered via blended solutions
What’s more, the use of technology in learning is focused on online course delivery, rather than performance support:
- 9-in-10 are using live online learning and e-learning content
- 3-in-4 are using Learning Management Systems
- 7-in-10 are using video and mobile
The Top Deck are at least twice as likely to report that they are achieving the five essential outcomes highlighted in this report:
- Improving efficiency – 42% on average vs 77% Top Deck
- Fine-tuning processes – 33% vs 64%
- Boosting performance – 26% vs 62%
- Cultivating agility – 20% vs 54%
- Influencing culture – 17% vs 46%
Barriers to achieving desired outcomes include:
- Staff lack skills to manage their own learning (reported by 62%)
- L&D lack the skills to implement and manage e-learning (59%)
- Line managers are reluctant to encourage new ways of learning (58%)
7-in-10 staff learn online in order to do their job better and faster
Unlocking potential: unleashing the power of your people
This study explores the tactics most likely to correlate with successful outcomes. Here are some examples of tactics that can unlock potential. Comparing the achievers with the non-achievers for each outcome, we find that:
Those successful at improving efficiency:
- Integrate technology into face-to-face training (45% vs 21%)
- Regularly review programmes to maintain relevance (66% vs 35%)
Those successful at fine-tuning processes:
- Analyse the business problem before recommending a solution (76% vs 50%)
- Use stakeholder steering groups to support design (66% vs 37%)
Those successful at boosting performance:
- Deliver learning in time to meet business needs (71% vs 43%)
- Use activities to practice learning outcomes (66% vs 41%)
91% of staff like to learn at their own pace
Those successful at cultivating agility:
- Proactively understand how staff learn (43% vs 28%)
- Have a culture that supports learning from mistakes (60% vs 35%)
Those successful at influencing culture:
- Actively provide new work experiences as an opportunity to learn (63% vs 35%)
- Communicate success to line managers (67% vs 36%)
Top Deck organisations consistently deliver more across all these outcomes. What is more, 3-in-4 practice all the tactics above.
Top Deck teams are most likely to be led by those with an L&D or business background who invest in their own learning and skills.
Top Deck leaders are also building the skills and networks of their L&D teams today, to deliver the learning organisation of tomorrow:
- 82% invest in CPD for L&D staff (52% in the rest of the sample)
- 74% L&D staff join internal networks to learn for themselves (53%)
- 63% agree that staff spend time in other operational areas of business to learn (43%)
- 87% have good links/relationships with the IT department (46%)
- 90% formalise working with subject matter experts (47%)
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The corporate learning market is rapidly evolving to meet the ever-changing demands of work and worker. The C-suite and L&D leaders can no longer ignore that over 90 percent of organizations do not realize the full value of their investments.
Professionalising learning and development: The CIPD’s new Profession Map and key L&D development needs
In a world in which the nature of work, the workplace and workforce are changing at a relentless pace, organisations must respond to change. In the context of such rapid change Learning and Development (L&D) functions play a vital role. The transformation of organisations demands the transformation of L&D practitioners, however many L&D teams are struggling to change.
This annual report directly follows the publication of The Transformation Curve: The L&D journey to deliver lasting business impact, released in January 2018. Here we discuss barriers in L&D’s transformation journey from the left to the right of the curve.
This brand-new report uncovers new insight into the most effective ways to improve formal learning by exploring what successful organisations are doing differently.
Drawing on 15 years of experience and independent data from over 700+ L&D professionals, 10,000+ learners and 200+ L&D leaders that took part in our 2018 Leadership Pulse survey, Towards Maturity and Skillsoft set to uncover real evidence to highlight where the best opportunities are to develop leadership capabilities.
Our Supporters also influence Towards Maturity's Health Check and research, providing insights on future trends and practices that should be investigated.