Learning Trends

18th July 2020

GIM

Lakshmi Ramaswamy
Co-Founder
Content is everywhere
Teachers are everywhere
Learning is everywhere

Do we need L&D ?
Some key shifts…

 As automation, AI, and new job models reconfigure the business world, lifelong learning has become
accepted as an economic imperative.

 80% of CEOs now believe the need for new skills is their biggest business challenge.

 For employees, research now shows that opportunities for development have become the second most
important factor in workplace happiness (after the nature of the work itself).

 We’re born with an instinct to learn throughout our lives. So it makes sense that at work we are constantly
looking for ways to do things better; indeed, the growth-mindset movement is based on this human need.

 Recruitment is an expensive, zero-sum game (if company A gets the star, company B does not), learning is a
rising tide that lifts all boats.

Ref: HBR article

Why do people learn?

Learning for the Wrong Reasons

Bryan Caplan, professor of economics at George Mason University, and author of The Case Against Education,
says in his book that education often isn’t so much about learning useful job skills, but about people showing
off, or “signaling.”

Today’s employees often signal through continuous professional education (CPE) credits so that they can make
a case for a promotion.

L&D staff also signal their worth by meeting flawed KPIs, such as the total CPE credits employees earn, rather
than focusing on the business impact created.

The former is easier to measure, but flawed incentives beget flawed outcomes
Where Companies Go Wrong with Learning and Development?

Organizations spent $359 billion globally on training in 2016, but was it worth it?

Not when you consider the following:

 75% of 1,500 managers surveyed from across 50 organizations were dissatisfied with their company’s
Learning & Development (L&D) function

 70% of employees report that they don’t have mastery of the skills needed to do their jobs

 Only 12% of employees apply new skills learned in L&D programs to their jobs

 Only 25% of respondents to a recent McKinsey survey believe that training measurably improved
performance.
Where Companies Go Wrong with Learning and Development?

We’re learning at the wrong time.

People learn best when they have to learn.

Applying what’s learned to real-world situations

Edwin Locke showed the
strengthens one’s focus and determination to
impact of short feedback
learn.
loops back in 1968 with
his theory of motivation,
Today’s employees often learn uniform topics, on
it’s still not widely
L&D’s schedule, and at a time when it bears little
practiced when it comes
immediate relevance to their role — and their
to corporate training.
learning suffers as a result.

Mandatory Trainings kills the purpose of learning.

“business writing skills”, or “conflict resolution”, or
some other such course with little alignment to
their needs.
We quickly forget what we’ve learned. Like first year college
students who forget 60% of what they learn in high school,
studying merely to get the CPE credit suggests that employees,
too, will quickly forget what they learn.

German psychologist Hermann Ebbinghaus pioneered

experimental studies of memory in the late 19th Century,
culminating with his discovery of “The Forgetting Curve.”

He found that if new information isn’t applied, we’ll forget

about 75% of it after just six days.
Challenge on hand is how to build Learning
organizations and an agile workforce?
Senge (1990) defines the Learning Organization as the
organization

• “In which you cannot not learn because

learning is so insinuated into the fabric
of life."

• “A group of people continually

enhancing their capacity to create what
they want to create.”

• "The rate at which organizations

learn may become the only
sustainable source of competitive
advantage."
Learning Organization - Senge

What's the Managers' Role in the

Learning Organization?
Manager
 Senge (1990) argues that the leader's Coach
role in the Learning Organization is that
of a designer, teacher, and steward who
Mentor
can build shared vision and challenge
prevailing mental models. Leader

 He/she is responsible for building

organizations where people are Trainer
continually expanding their capabilities
to shape their future -- that is, leaders
are responsible for learning.
 What’s Manager Roles in
Leader Coach Mentor Trainer Manager
• Do I need to • Need help • Do employees • Do employees • Are processes
set direction? developing need advice need to learn clear?
• Is my team own skills and and support? new skills? • Do people
confused? behaviors? • Do they need • Is there new know what to
• Do they not • Skill and helps seeing system or do to be
know how to talent but not another process? successful?
win? meeting perspective? • Is • Does work get
• Do they not goals? organization done?
know how to • How best to changing
achieve help direction?
success? employees
develop
performance?
What is
working
now?
 176 % Surge in hours spent on
LinkedIn during COVID19

Increase in CXO/Senior leaders

220% turning to eLearning Platform in
Mar-May2020

Managers spend 30% more time

learning soft skills than the average
learner.

of L&D pros expect to

57 % spend more on online
learning.
L&D needs to change to keep pace
Agile organisations/learning organisations
 2030

Informal and Personal Learning

Future of Learning

Content is everywhere

Teacher is everywhere

Learning is everywhere

Learning is individualized
and Personalize/ Learner
Persona

Networks are the new

classroom
 Individualized Learning path for <Communication>
Group Assignment
Start Here Share the learning of the book with
larger audience in workshop mode
Webinar:

Ch
testing your presentation cum

ec
Senior Leader from
communication skill

kp
XYZ

oin
1. Setting the Book Review & Group

ts
objective on why Assignment
communication is Group of 3: Divide the book into 3
important in XYZ sections and read the book and share
2. What this the leaning with your group weekly
competency looks Video/TED Talk
like, Share Selected Video/TED
leadership journey Talks.
stories
3. Possible causes of
failure to live up to Podcast
this competency Listen to the podcast Webinar 2 cum Checkpoint
4. Tips to develop from Communication
this competency guys on “
5. Importance of Crucial Conversation: Graduation
having a
• Share learnings
Ch

development
ec

(write a blog post/

journey and career
kp

Articles (listed in do a video, a

oin

progression
presentation, etc)
ts

<Week 1> notes page) • Pay-it-forward by

• Read the article mentioned in being a
Assignment with Buddy the resource section mentor/coach
• Share your learning in the form
Work with your buddy in having
of journal/report/presentation
crucial conversation and give and
receive feedback
 Learning Trends
The learning trends in the digital era can be broadly classified in three areas:

People Technology & Systems

• User Stories/User Generated • Learning Experience Platform • Learning Management System is

Content (UGC) (LEP over traditional LMS) for not limited to Corporate
• Learning Partners (eg G2G in personalized learning experience • Online tools for education
Google) • AI and Big Data to aid in learning • Online Proctoring for exams
development
• VR (Virtual Reality), MR (Mixed),
And AR (Augmented For
Immersive Training Experience
 People
Learning Partners (Googler-to-Googler)

• At Google, 80% of all tracked trainings are run

through an employee-to-employee network
called “g2g” (Googler-to-Googler).

• G2G’ers participate in a variety of ways to

enhance the learning of their colleague, such
as teaching courses, providing 1:1 mentoring,
and designing learning materials

• They come from every department of Google.

 People
User Generated Content
(UGC)
• According to Gartner, 
more than 80 percent of organizations
 are leveraging user-generated learning
content as part of their L&D strategy

• UGC is the term used to describe any

form of content such as video, blogs,
discussion form posts, digital images,
audio files, and other forms of media
that was created by users for other
users
 Systems

Learning Experience Platform

(LEP over traditional LMS)
• Self-directed learning against Administrator
directed learning
• Impact focused
• Open System allowing users to add relevant
and useful content from any source
 Systems

VR/AR/MR for
immersive experience
Learning Landscape – A Quiz
Go to https://www.menti.com and use the code 37 38 60
Revisiting Deloitte Case – A Discussion 2007 -
2009

What learning looked

like when Deloitte Relevance of Deloitte Moving towards
University was University in the Democratization of
conceptualized? current COVID Learning
• Primarily Classroom % of Deloittians attended the
• Targeted towards High
situation!! university for learning purpose,
Potentials since its inception, against the
total employee strength?
 Vs.

• Centralized approach • Hybrid

• Brick & mortar campus • Focus was on user experience
• Niche learning needs • Employee & L&D co-created
• Top leadership – availability in • The Visa model helped in:
one place • Unifying their fragmented learning into
an ecosystem
• Empowering their employees with an
engaged learning system
• Align learning to what employees in
business needed in real time
Hybrid Learning & VISA Story
2017-2018
• Pre University
• Fragmented learning
• Setting up VISA University
• Two physical campus
• Dozens of functional college
• Digital Campus
• Approach
• Unify their fragmented learning
into an ecosystem
• Empowering their employees with
an engaged learning system
• Align learning to what employees in
business needed in real time
Hybrid Learning & VISA Story
User adoption rate within the first year
What’s trending?...

• Gig economy and gig workforce on the

rise!
• Coaching is becoming a must/baseline
skill for all managers and leaders
• Diversity beyond Employee wellbeing
• WFH has pushed work boundaries
beyond imagination
• Tier-2/3 cities are the focus for talent
• Optimized costs and eye on opex
• Clients are happy with better
productivity!
How can I make a good L&D professional?
• Partner with Business
• Deep dive diagnostics
• With AI & ML, now you get to
L
become a strategic partner – sit in &
business reviews D
• Be an Intrepreneur! Look for
opportunities to make a difference
• Focus on learning effectiveness
• Mesh your L&D strategy with
culture, people engagement and
other people processes
What we do

&

How we do it?
 The Being You! Approach

Consultative approach to
determine needs

Design client specific

Harmonize programs

Implement
& evaluate
Ideate and test
Talent Developmental
Senior
Senior Management
Management
Framework ••
••
Personalized
Personalized coaching
Building
coaching
Building team mosaic
team mosaic

Middle
Middle Management
Management
•• Manager
Manager asas aa Coach
Coach
•• Building
Building Talent Pipeline
Talent Pipeline

First
First Time
Time Managers
Managers
•• Career
Career Path
Path
•• Skill
Skill Building
Building
 Manager as a Coach
Peer Coaching
Practice
The intervention starts with an
in-person Three day Group Coaching Workshop

Manager to
indirect report
Coaching
Initiate

Manager to
direct report Engage
Coaching

Coaching Model PIE-DOW

Webinar & one-
on-one Coaching Develop

Feedback & Observe & Win

evaluation
 Leadership Coaching Methodology

Individualized coaching sessions

Competency based coaching

EI driven approach

Mindfulness practices to sharpen focus

Energy management for improved productivity

NLP techniques for reprogramming behavior

Milestone based tracking - iMaps

 iMap - individualized Micro-action plan

Being You! Consulting will create an iMap – individualized micro-action plan for each
participant to enable them to internalize the learning and apply them in everyday life.

Person
Task based Bite sized Achievable Trackable Adaptable
specific
Our Flagship Open Workshop
Wellness for Women
The workshop is based on a self-reflective and interactive Program covering 1000 women
employees
approach. This one day program delves into the following
topics:

 Our Perceptions & Beliefs

 Balancing Work and Life
 Giving & Handling Feedback
 Self image and Self-worth
 Energy Management & Breathing Techniques
 Short meditation & Stress release
 Mindfulness

Ideal batch size: 20 participants

What are we doing?

 Covid has thrown us back to the

drawing board – We’re part of the
Stanford rebuild program

 Where we are trying to understand the

needs of our clients and how we can
partner better with them on
revitalizing the workforce