Maturity Matters 17 th May 2011 Laura Overton Laura@towardsmaturi ty org lauraoverton
Oct 30, 2014
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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www.towardsmaturity.org improving the impact of learning technologies at workwww.towardsmaturity.org improving the impact of learning technologies at work
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
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