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    Where Companies Go Wrong With Learning and Development

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    This document discusses where companies go wrong with learning and development. It notes that 75% of managers are dissatisfied with L&D, 70% of employees lack needed skills, and only 12% apply new skills and 25% see improved performance from training. It argues companies learn the wrong things at the wrong time, quickly forgetting up to 75% within 6 days if not applied. It recommends applying lean learning principles like focusing on high-value 20% of content, guiding learning towards real-world use, personalizing content, and ongoing support to activate peer learning and measure outcomes over credits.

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    Where Companies Go Wrong With Learning and Development

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    101 views12 pages
    This document discusses where companies go wrong with learning and development. It notes that 75% of managers are dissatisfied with L&D, 70% of employees lack needed skills, and only 12% apply new skills and 25% see improved performance from training. It argues companies learn the wrong things at the wrong time, quickly forgetting up to 75% within 6 days if not applied. It recommends applying lean learning principles like focusing on high-value 20% of content, guiding learning towards real-world use, personalizing content, and ongoing support to activate peer learning and measure outcomes over credits.

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    Where Companies Go Wrong with Learning and Development

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    This document discusses where companies go wrong with learning and development. It notes that 75% of managers are dissatisfied with L&D, 70% of employees lack needed skills, and only 12% apply new skills and 25% see improved performance from training. It argues companies learn the wrong things at the wrong time, quickly forgetting up to 75% within 6 days if not applied. It recommends applying lean learning principles like focusing on high-value 20% of content, guiding learning towards real-world use, personalizing content, and ongoing support to activate peer learning and measure outcomes over credits.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    101 views12 pages

    Where Companies Go Wrong With Learning and Development

    Uploaded by

    Арсений
    This document discusses where companies go wrong with learning and development. It notes that 75% of managers are dissatisfied with L&D, 70% of employees lack needed skills, and only 12% apply new skills and 25% see improved performance from training. It argues companies learn the wrong things at the wrong time, quickly forgetting up to 75% within 6 days if not applied. It recommends applying lean learning principles like focusing on high-value 20% of content, guiding learning towards real-world use, personalizing content, and ongoing support to activate peer learning and measure outcomes over credits.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 12
    At a glance
    Powered by AI
    The key takeaways are that current learning and development programs are ineffective as employees often learn the wrong things at the wrong time and quickly forget what they learn. To improve learning retention and outcomes, the passage advocates adopting principles of 'Lean Learning'.

    The passage notes that 75% of managers are dissatisfied with their company's learning programs, 70% of employees don't have the necessary skills for their jobs, only 12% apply new skills learned, and only 25% see improved performance from training. It suggests employees often learn uniform topics that are not immediately relevant to their roles.

    The 'Forgetting Curve' developed by Hermann Ebbinghaus shows that without application, people forget around 75% of new information within 6 days. The biological need to conserve energy means we quickly forget unused information.

    Where Companies Go Wrong

    with Learning and


    Development

    Albina Usmanova
    Valentin Tansyura
    Chernov Arseniy
    Urgency of the problem
    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;
    and
    •Only 25% of respondents to a recent McKinsey survey believe that training
    measurably improved performance.
    Learning for the Wrong
    Reasons
    A few words about Brayn Caplan

    The book is about the pitfalls of


    modern education.

    Brayn Caplan, professor of economics at


    George Mason University.
    We are learning
    Wrong Things at the Wrong Time

    People learn best when they have to Want to see eyes glaze over quicker than you can
    learn. Applying what’s learned to real-world situations finish this sentence? Mandate that busy employees attend
    strengthens one’s focus and determination to learn. a training session on “business writing skills”, or
    Today’s employees often learn uniform topics, on L&D’s “conflict resolution”, or some other such course with
    schedule, and at a time when it bears little immediate little alignment to their needs.
    relevance to their role — and their learning suffers as a
    result.
    We quickly forget what we have 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.


    Use it or Lose
    it
    «Conserving energy has been
    essential for humans’ survival, as
    it allowed us to be more efficient
    in searching for food and shelter,
    competing for sexual partners,
    and avoiding predators.»

    Sadly, most L&D programs overlook these biological


    realities and invest billions of dollars into what amounts
    to transfers of quickly forgotten information.
    Matthieu Boisgontier
    What needs to
    change?
    How to Apply Lean
    Learning?
    1. Think 80/20 (Pareto Principle)

    2. Apply learning to real-world situations

    3. Leverage guided learning

    4. Personalize content

    5. Provide ongoing support

    6. Activate peer learning

    7. Offer micro courses


    In
    Moving From Credits to Outcomes conclusion
    In order to begin practicing lean learning, organizations need to move from measuring CPEs earned to
    measuring business outcomes created. Lean learning ensures that employees not only learn the right
    thing, at the right time, and for the right reasons, but also that they retain what they learn.

    And as Eric Ries, author of The Lean Startup, says, «The only one way
    to win is to learn faster than anyone else». This has never been truer than
    it is today.
    Thanks for your attention

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