Feature
Top deck line managers are five times as likely to proactively encourage learning between peers
improving overall productivity (46 per cent vs 26 per cent) and improving on-the-job productivity (76 per cent vs 26 per cent)
• Profitability: top deck are three times more likely to report achieving benefits related to improved sustainability and profitability (66 per cent vs 27 per cent) and overall organisational performance (63 per cent vs 23 per cent).
The New Learning Organisation What our research tells us is that across L&D we have high aspirations to make an impact, and while the top deck are not perfect, they are significantly ahead and moving in the right direction.
If the top deck can increase on-the-job
productivity through learning by 76 per cent (the average is 26 per cent) and provide a faster response to changing business conditions by 66 per cent against a 19 per cent average (according to Towards Maturity’s 2017 report ‘In Focus: Driving the New Learning Organisation’), imagine what they can do if they connect, sustain and propel these successes. The New Learning Organisation model
provides insight into how we can do this. Defined with modern learning characteristics, traits and habits, it will deliver business impact and set up self-connected, knowledgeable, competent modern learners. Looking across our research – with top deck organisations globally and with learners across the world – and piecing this together with the latest thought leadership on the future of work, we’ve identified six characteristics that define the concept of the New Learning Organisation. These are:
• Clarity of purpose • Holistic people experience • Thriving ecosystem
• Agile, digitally-enabled infrastructure • Continual engagement • Intelligent decision-making.
Lead by example Throughout our analysis of top-performing organisations, the mutual responsibilities of both business leaders and people professionals have underpinned success. Nearly 80 per cent of learners say support from managers is essential or very useful to learn what they need – yet only 26 per cent of L&D leaders equip line managers to help them help their teams get the most from learning. What’s more: • 90 per cent of top deck senior managers demonstrate learning commitment (vs 36 per cent of the rest)
• 59 per cent of top deck organisations equip line managers with resources so their teams get the most out of technology-enabled learning (vs 23 per cent of the rest)
• 38 per cent of top deck organisations say their manager’s opinion counts (vs four per cent of the rest).
Top deck line managers are five times as likely to proactively encourage learning between peers and support the application of learning in the heart of the workflow than the rest. Furthermore, leaders and managers that understand the value of connecting staff to each other and to new experiences in which to practise are reaping the rewards. However, it is concerning that only 10 per cent of non-top deck L&D leaders report that their managers support learning at the point of need.
Actively engaging line managers Manager and business leader buy-in is critical to the success of any learning initiative. If you’re serious about delivering results then
it’s essential that learning is positioned as a strategic pillar through which you can drive the six characteristics.
How to take action today For business leaders: • Drive line managers to coach their teams to learn
• Integrate learning and work: coach leaders
to connect, network and share what they are interested in (not just work-related)
• Create an organisation-wide learning mindset that leaders can drive conversations about, building capability for the future by matching individuals to opportunities that will drive competitive advantage.
For L&D: • Develop an effective ‘brand’ for the holistic people experience (eg around talent, learning engagement, products, reporting and so on)
• Curate simple, continually innovative and inspiring learning news and content (eg encourage people to share best practice and use communities of practice, sharing what they’ve learnt.) Define any competence risks and find out how they want to learn
• Integrate learning and work: help learners connect, network and share to what they are interested in (not just work-related) to build trust
• Influence an organisation-wide learning mindset that supports leaders to drive conversations about building capability for the future of the business by matching individuals to opportunities that will drive competitive advantage.
Join Jane Daly, head of strategic insights at
Towards Maturity, on day one of the World of Learning Conference and Exhibition on 17 and 18 October at the NEC, Birmingham. Jane will lead L&D professionals through an interactive session helping you to kickstart the six highly effective habits of future-focused L&D professionals. n
Author Laura Overton
Founder and CEO of Towards Maturity
towardsmaturity.org
24 |
learningmagazine.co.uk
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72
