‘The Transformation Curve’ provides the future roadmap for L&D
“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”
Unsurprisingly, Stephanie Morgan was concerned about the future of the L&D after reading the Towards Maturity’s 2017 benchmarking results. “The report told us that little progress had been made in the learning industry, in fact, not much had changed at all. You could almost say ‘read last year’s report.’ For me, it was just further proof that as an industry, we’re standing still.”
However, when ‘The Transformation Curve’ was released in January 2018 and she first read how Towards Maturity had analyzed and presented the findings, her reaction was very different. “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”
Stephanie thinks ‘The Transformation Curve’ provides the future roadmap for L&D. She sees the benchmark as an important and useful tool for everyone in L&D and this report in particular gives L&D an evidence base to work from. It helps L&D to plot where they are on the transformation curve and helps them identify what needs to happen, so they can move onto the next stage of maturity. It is also a great tool and resource that L&D can take to their board to show the business case for change.
Something that really stands out for Stephanie about the report, is the pivot points of change and the fact that L&D has to be prepared to let go of successes in order to move onto future successes. “The report shows that you have to act counter-intuitively to move forward. How many people do that? It goes against human nature but when you see it in the report, it actually makes a lot of sense.”
She thinks the report brings clarity to how L&D and business leaders need to view and approach transformation and it’s all grounded in concrete evidence. “The data provides people with the reassurance they need to make a real change and begin their transformation journey.”
And the great thing is that the return on investment is there, in the report. It outlines how companies that have done x, y and z, have collected and measured the results and can demonstrate their ROI. Those results typically include benefits such as increased organisational productivity, reduced staff turnover, reduced training costs, reduced time to competency, increased learning access and flexibility…And ROI, is of course, what business leaders want to hear about. “ROI – it’s the holy grail,” says Stephanie. “People participating in the benchmark year on year have a lot of data now and they know what to do with it. Not that it replaces their own data – it enhances it.”
Another key aspect of the report that Stephanie thinks is invaluable is that it should give L&D the confidence to push ahead with transformation. It gives them a roadmap and it gives them a renewed sense of purpose. “I would hope it has given people a resurgence of hope, of the possibility of change.”
In a world where L&D professionals face endless change, lots of different choices and a very diverse marketplace, Stephanie Morgan hopes ‘The Transformation Curve’ will help them stay on track. “It gives the focus for what you actually need to do, helping you to cut through the noise of what is out there.”
Compare your L&D strategy with the Towards Maturity Health Check
Compare your L&D strategy
Review your L&D strategy to discover your strengths and opportunities for improvement with the Towards Maturity Health Check.
We have reached a pivotal point in the development of the L&D industry, where we need to make some hard decisions and critical changes if we are to remain effective. The actions we are taking at present, are often ineffective as they rarely create any lasting business impact. Right now, we are failing to show the value we possess to business leaders and lacking credibility with learners. So our approach to learning needs to adapt along with the times as we embrace the new year!
The point of learning in the workplace is to ultimately establish and develop skills within learners that help organisations to adapt and thrive. Saying that, with only 15% of L&D professionals reporting to have noticed positive changes in staff behaviour, it is clear that the extent to which learning is having an impact on subsequent actions is insufficient.1 The very nature of the L&D role is to instill new knowledge and behaviours into learners which they can apply in order to do their jobs more efficient and effectively. But at present this is lacking. So how do we ensure the behaviour of our learners change and learning is applied in practice?
Since launching our latest market insight, culture has been the most topical and provoked the more curiosity, yet, only 1 in 5 organisations manage to create a high performing learning culture today, and out of those that do, only 2 in 3 are successful in maintaining it. Although it seems only a few are able to sustain this level of success, it is definitely worth the effort, as learning cultures can result in 9x higher impact on engagement and performance.
Every day your employees face dozens of clients, managers, reports and projects competing for their attention. With 55% of workers saying they lack time to learn, it is clear heading into 2019 that we need to apply some fresh forward-thinking to recapture the attention of the learners and revive their passion for learning.
With only 21% of learning professionals successfully harmonising learning across their organisation, it is clear that whatever methods we are using at present to take learning to scale are largely failing.