LINE Maturity Lunch 17th May 2011

Maturity Matters

17th May 2011

Laura Overton

Laura@towardsmaturity org

lauraoverton

www.towardsmaturity.org improving the impact of learning technologies at workwww.towardsmaturity.org improving the impact of learning technologies at work

Maturity Characteristics

Vegetable garden of Le Manoir aux Quat’ Saison

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Early research

7% (4%)

20%(21%)

39%(42%)

23% (23%)

12% (10%)

Novice

Sporadic

Developing

Established

Embedded

More mature consistently report more benefits:3-4 times more likely to report:

Improved productivity, staff satisfaction, ability to respond faster to business demand

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Benchmarking good practice

TM Index

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1 100

Top QuartileBottom Quartile 3rd 2nd

2x audience take up

33% additional cost saving

50% additional saving in study time

6x decrease in time to proven competency

6x more likely to report increased productivity

3 x as likely to report improved customer satisfaction

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Fruits of Maturity n=328

Take up Top Quartile

Bottom quartile

Average

% audience using 76% 40% 57%

% formal learning e-enabled 36.1% 11.7% 22.5%

Efficiency Top Quartile

Bottom quartile

Average

Cost savings 20.7% 15.3% 18%

Volume increase X2.64 X1.62 X2.13

Saving in study time 27% 18% 22%

Agility Top Quartile

Bottom quartile

Average

Learning is now delivered 32% faster 12% faster 20% faster

Time to proven competency reduced by

20% 3% 9%

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Maturity Accelerators

Investing in maturity

DefiningNeed

Activities that help align implementation with both business and individual needs:

Strategy aligned with business needLearning relevant to required business need

Compared with average, Top Q organisations are:

More than 2x as likely to have an organisation wide strategy and

set measurable targets

DefiningNeed

Activities that help align implementation with both business and individual needs:

Strategy aligned with business needLearning relevant to required business need

However

Only 50% agree that e-learning supports the skills the business

needs!

DefiningNeed

LearnerContext

Activities that provide learners with options that support their:

Choice – time, place, approachMotivation – aspirations and work-life balance

Compared with average, Top Q organisations are:

Twice as likely to agree that technologies give staff more

control over their development

DefiningNeed

LearnerContext

Activities that provide learners with options that support their:

Choice – time, place, approachMotivation – aspirations and work-life balance

However

Only 1 in 5 agree that they support staff career aspirations

with e-learning

DefiningNeed

LearnerContext

WorkContext

Activities that help L&D to understand and address issues outside of their immediate control:

IT infrastructure & relationshipsManagerial support and culture

Compared with average, Top Q organisations are:

More than twice as likely that managers give staff time to learn

at home

DefiningNeed

LearnerContext

WorkContext

Activities that help L&D to understand and address issues outside of their immediate control:

IT infrastructure & relationshipsManagerial support and culture

However

3 out of 5 know what learning their IT systems can support

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

Activities that build the skills of L&D professionals:

General awarenessDesigning learningAssessment & supportFacilitating collaboration

Compared with average, Top Q organisations are:

3 x as likely to blend

different technologies & over 2x as likely to train

trainer to blend

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What technologies are we using?

Compared with average, Top Q organisations are:

2x as likely to encourage staff to share experiences and solve problems using social media tools

2x as likely to use technology to help staff learn from each other

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

Activities that build the skills of L&D professionals:

General awarenessDesigning learningAssessment & supportFacilitating collaboration

However

Less than 1/3 agree that

their training staff have the right skills to

exploit technology in

learning

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

EnsuringEngagement

Marketing and communications activities that address stakeholder requirements:

LearnersManagersL&D staff

Compared with average, Top Q organisations are:

Over twice as likely to

identify & train local

champions to support change

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

EnsuringEngagement

Marketing and communications activities that address stakeholder requirements:

LearnersManagersL&D staff

However

Only 1 in 3 are confident that

staff know how to get hold of the

training they need

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

EnsuringEngagement

DemonstratingValue

Activities that highlight business impact:

Gathering feedbackMeasurement Communicating success

Compared with average, Top Q organisations are:

Over 3x as likely to measure specific business

benefit when evaluating

success

DefiningNeed

LearnerContext

WorkContext

BuildingCapability

EnsuringEngagement

DemonstratingValue

Activities that highlight business impact:

Gathering feedbackMeasurement Communicating success

In 2010

Only ¼ of participants work with

management to identify

specific business metrics

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Common sense but not common practice!

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What is holding us back?

20101. Staff skills to manage own learning

2. Lack of knowledge about its potential use and implementation

3. Lack of line management encouragement

4. Lack of skills amongst staff to implement and manage

2004 IT infrastructure

2006 Cost of set up

2008Staff reluctance

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‘Without a good gardener, a garden will just disappear’

Quote arabella Lennox Boyd , garden designer

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Maturity Matters

• Maturity influences results• Maturity needs to be

nutured• Where do you stand?• Find out your TMI

www.towardsmaturity.org/mybenchmark

lauraovertonn