At the CLC Members' Seminar on 17 March 2016, we were inspired by his thoughts on how to improve performance consulting skills. Clive has been a long-standing supporter of Towards Maturity providing independent insights that have ensured our reseach continues to evolve. The process also enables learning professionals to reflect on five key issues that impact on designing and delivering a modernised learning strategy.
We hope that our contribution will help shape an environment where real-world research informs organisational improvement. Although your ideas may be compelling, it's not easy to execute a plan without support, co-operation and collaboration from peers, stakeholders and business leaders.
Furthermore, of the 86% who want to facilitate continuous learning, only 11% report that this is actually happening. Aimee Young writes about how learning leaders can challenge the 'quick fix' syndrome when being asked to come up with business solutions.
Given that 67% of organisations do offer mobile learning in some form, it is clear that current mobile strategies are not delivering the desired impact.The current focus for most organisations, is to ensure that existing content is made available on mobile devices. Top performing L&D teams are 3-5 times more likely to be delivering improved productivity and agility today and have much to teach us. I have had the pleasure of working with them and their customers for a number of years and have seen first hand their commitment to identifying and sharing great practices that really work. The majority of mid-sized businesses are also failing to embrace informal learning, realising the power of social media for enabling learners to collaborate and solve problems together, despite 64% of L&D professionals in the sample saying their appeal to the millennial learner is a key driver for their use of learning technologies. It provides contemporary measures that focus on performance improvement and great tactics that help L&D teams become more responsive to the changing needs of business.
This research highlights the fact that L&D teams must develop new mind-sets and skills, quickly. For example, 84% are using their mobile learning strategy to help people locate in-house experts when they need them (versus 38% on average), with 66% improving the ability to communicate in real time (versus 32%).
Clients come to us to discuss the course and not the problem, with a conspiracy of convenience resulting in a reluctance to challenge the ‘quick fix' approach. It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe.
These tactics are having a range of significant benefits for Top Deck organisations, including:82% have improved the quality of learning experience (vs. Nigel identifies this as ‘solutioneering' - the process by which clients will jump to solutions without identifying the problem.
Also, just 23% agree that their L&D teams have the skills to use technology for business advantage. These are tried and tested approaches that we've used in partnership with our clients to produce effective and award-winning learning interventions that deliver impactful change.1.
L&D often find themselves in the difficult position of being 'stuck in the middle' between wanting to fix problems and needing to provide quick solutions.
Legislation and government promotion of these practices along with a change in demographics are ensuring they blossom but what solutions exist for ensuring all employees are engaged in the learning strategy? If everyone is happy in their learning bubbles, with L&D rolling out courses, learners completing courses and boxes being ticked, then why challenge and change the way we do things? However, the world of work is changing and organisations are increasingly looking for more modern approaches to learning that support the fast-moving world of work and the needs of an increasingly digital workforce.
Contact 0208 542 2331 if you would like to book a conference call.About Towards MaturityTowards Maturity is a benchmarking research company that provides independent expert advice and support to help organisations use learning technologies to accelerate business performance.
Now is the time to be investing in new learning technologies and systems that today’s tech-savvy, self-driven learners need and want. It’s a great place to start, if you want to establish a strong foundation for change. Work with the subject matter expert or the business customer to identify the main objective of the programme.
This will not only help you design the programme, but will also help you measure its effectiveness.
The purpose of the Show is to inform and inspire L&D professionals to improve not just their personal performance but that of their organisation. If we jump to the solution without understanding the problem, then the process will eventually have to start again because the problem was never solved.
Redware has successfully developed and delivered a sector-leading Learning Management Solution to an extensive portfolio of clients.Redware has enabled global brands and businesses to exceed their training and development expectations, by enabling formal and informal learning to be joined, bringing talent to life. We need to start taking a performance consulting approach, identifying the defined business benefits of learning innovation and establishing the measureable value to the organisation. It provides learners with the same environment they expect outside of work - multi-channel, device and media - to help them achieve their learning goals.Redware prides themselves on delivering a personal and transparent service at every stage of the process. Our research shows that on average, only 55% of L&D teams are currently analysing business problems before recommending solutions. We as L&D have to show the value of learning by establishing how we can link this back to business objectives and working closely with leaders, to ensure a link between the learning and why we're doing it. The not for profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. Their clients include some of the world’s best-known brands like Boots, O2, Transport for London and Eurostar, to help achieve business transformation and drive long-term performance success.
Reinvent the InterventionIn the ‘Aim for Action' step you established a reason for implementing your learning programme.
Will that raise awareness, instil attitudes and change actions?One way to fuel creativity for your blended learning project is to ask, "How would an advertising executive tackle this problem of awareness, attitude or action? Once trust has been established with the client, we can then begin to ask more direct questions that help us identify the real problem and come up with solutions that demonstrate value. How would they get people to change?" Advertising agencies live or die by their ability to drive behaviour change.
Get the client to admit to you the problems they are facing, identify what their challenges are and help them see what the solutions look like Map out who is involved with the problem without solving it. Clients find it difficult to illustrate complex problems in a linear way, so support your approach by drawing a picture of the people involved, and where they fit within the problem. Why not make use of the employee newsletter, write a speech for the CEO, prepare cascade toolkits for managers or shoot a video for the Intranet?Now that you have a list of the possible channels for reaching your audiences, take some time to think about your different audiences. For each unique audience group, consider how you want to change awareness, attitude or action.
Now consider what the best method is for affecting this change.In the final step, you'll need to organise the mix into a co-ordinated campaign. Campaign for Change When delivering positive, lasting change there are no ‘silver bullets'.
If your organisation wants to meet the aim, you'll need to campaign for change!A campaign is a set of interlocking, co-ordinated activities using different media and different channels to achieve a shared objective.If your aim is important, it's time to take the fresh interventions you listed and put together a time-phased and audience-specific campaign. Gap analysis: it's time to face up to the problem One we have established trust and rapport, we can then challenge the client and get them to start thinking about the real problem. They use multiple channels over a period of time to change your awareness, attitude and activity. As you plan your time-phased, audience-specific communications, start with your aim and work from there. If your organisation wants to meet the aim, you'll need to campaign for change!Think about how you can design your communication plan.
Tweak one or two elements or add an extra ingredient into the mix.Finally, communicate your results within the business.
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