Moving Beyond L&D
Steps Toward Organizational Capability
Mark Vickers
Senior Analyst, L&D
October 2012
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Bersin & Associates
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Human
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Leadership
Development
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Development
Talent
Acquisition
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Management
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Proven People Strategies
for Exceptional Business Results
WhatWorks®
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500 blue chip members
Trusted Content
Research-based models,
frameworks and tools
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The first information platform
for HR, talent and learning
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WhatWorks Research
Best Practices Linked to Business Results to Build Your Business Case
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WhatWorks® Models and Frameworks:
Business-Oriented and Easy to Communicate
Maturity Models
Leadership Strategy
Leadership Competencies/Capabilities
Senior
Leaders
Executives
Leadership Development Strategy
Curriculum Design
Solutions
Development
Management
Leader Audiences
Emerging Front-Line Mid-Level
Leaders
Leaders
Leaders
Curriculum Delivery
Formal
High
Potentials
Measurement
Organization, Governance &
Frameworks
Informal
Portfolio Strategy
Infrastructure
Leadership Brand and Leadership Culture
High Impact Research
Factbooks
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T&D Is the Top Global Strategy for
Dealing
with Shortages
Providing additional training and
25%
development to existing staff
Broadening search outside of local region
12%
Appointing people without job skills
currently, but do have potential to
learn/grow
12%
52% of U.S. firms
9% report difficulty
filling positions
Focusing more on staff retention in jobs
where recruitment is difficult
Increasing starting salaries
Source: Manpower, “2011 Talent Shortage Survey Results.”
8%
0
5
10
15
20
25
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30
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Increasing Specialization
 Expertise drives competitive
advantage
Top
Management
 Specialization improves
quality and reduces cost
 Deep skills developed
through “deliberate practice”
and reinforcement
 Deep skills come from a range
of developmental experiences
 We need career development
in all critical job roles
Senior
Management
The
Experts
Senior Specialists
Middle
Management
First Line
Management
Functional Specialists / Front-Line Employees
Back Office, Operational, Contingent Employees
High Performing Organizations Understand This
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Top Talent Priorities for 2013
HighLow
Preparedness
Importance
High
Preparedness
Low Importance
High
Preparedness
High
Importance
High
Preparedness
High Importance
Developing Job Profiles
Internal Peer Networking
Analyzing Job Requirements
PM Process
Preparedness
Handling Retirements
Manager Interview Skills
Diversity &
Inclusion
Deep
Specialization
Redefining HR Roles
Sourcing/Managing Contingent
Workforces
Forecasting Future
Talent Needs
Wellness Programs
Employee Referral Programs
Meeting
Multigenerational
Needs
Leveraging HR Metrics
Culture of
Internal Mobility
Talent Mobility
Across Regions
External Peer
Networking
LowLow
Preparedness
Importance
Low
Importance
Low
Preparedness
Global Awareness
and Fluency
Leadership
Bench Strength
Identifying Talent Gaps
Filling Talent Gaps
Manager Capabilities to
Develop Employees
Workforce
Planning
Global HR Service Model
Blending Social
into HR Programs
Retaining
Key Employees
Building a High Impact
Learning Organization
Understanding
Global Culture
Localizing HR
Service Model
Manager Capabilities to Drive
Employee Performance
Global
Business Acumen
Sourcing Talent in Emerging
Markets
Promoting Career
Development
Focus on Learning,
Leadership, and
Planning
LowHigh
Preparedness
Importance
High
Importance
Low Preparedness
Importance
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High-Impact Learning Organization®
Maturity Model
Methods
Expertise Levels
Leadership
Problems to Be Solved
Level 4: Organizational Capability
Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
Level 3: Talent & Performance Improvement
Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Improving Alignment | Process & Tech Focus
Level 2: Training & Development Excellence
Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Level 1: Incidental Training
Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
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Three Essentials
Cultivate
Learning
Culture
Master
Measurement
IMPACT
Master
Content
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High-Impact Learning Culture® Model
Business
Outcomes
Learning Culture
Building
Encouraging
Trust
Reflection
Learning’s
Enabling
Knowledge
Value
Sharing
Demonstrate
Empowering
Employees
Formalizing
Learning
As Process
Learning Agility
Innovation
Employee
Productivity
Leadership
Ability
to Learn
Motivation
to Learn
Customer
Satisfaction
Customer
Responsiveness
Customer Input
Management
Acquisition + Application
of Knowledge and Skills
Cost Structure
Time to Market
Market Share
40 Practices of a High-Impact Learning Culture®
Workforce
Expertise
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Bersin & Associates
HILO Maturity Model
Organizational
Capability Development
Talent and Performance
Improvement
Training & Development Excellence
Incidental Training & Job Preparedness
Learning
Culture
Learning
Measurement
Empower and
Encourage
Reflection
Focus on
Company
Performance
Ensure
Learning as a
Process
Master
Efficiency
and
Alignment
Demonstrate
Value of
Learning
Evaluate
Specific
Programs
Create
Culture
Unwittingly
Use Few
Metrics,
Perhaps
Level 1
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Vestas & Achievement-Based Learning
Using Game Mechanics to Drive Motivation and Knowledge Sharing
 1) Shift focus from what
employees learn to what they
achieve
 2) Give the learner clear goals,
combined with recommended
learning components
 3) Reward individual learner
achievements and make them
visible to other learners
 4) Force learners to share what
they learn and how they learn
 5) Make the tool extremely
simple for the Problem Owner to
use.
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Beyond L&D
Who Meets These?
How?
All Learning Needs
L&D
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Questions?
 Visit Bersin & Associates at www.Bersin.com
 Download our High-Impact Learning Organization Maturity
Model at
http://marketing.bersin.com/MASIE_10_21_12_AttendeeD
ownload.html
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