INSIGHTS FROM LINKEDINS

2017 WORKPLACE
LEARNING
REPORT:
TRENDS, CHALLENGES
AND SOLUTIONS

Britt Andreatta, PhD

Britt Andreatta,
PhD

Consultant, Speaker, and

Top LinkedIn Learning Instructor
Britt@BrittAndreatta.com
Britt Andreatta,
PhD
Top 2017 workplace learning trends

1 Organizations are
investing more in
talent
3 Developing employees
is important to
executives, but
5 L&D professionals see
room for
improvement in their
development. demonstrating business own programs.
value proves
challenging.

2 L&D is a highly
varied function, from
structure to top
4 Proving value to learners
is equally important, and
proves to be equally
objectives. challenging.

4
How to Succeed Dont just take orders.

1 Identify real training

needs.

in the Future Deliver modern learning

State of L&D 2 experiences to meet expectations

from modern learners

5 key strategies to make the shift

3 Develop a tightly executed

communication plan

4 Report value to the

individual and the business

5 Build a culture of learning,

one that rewards growth

5
Top 2017 workplace learning trends

1 Organizations are
investing more in
talent
3 Developing employees
is important to
executives, but
5 L&D professionals see
room for
improvement in their
development. demonstrating business own programs.
value proves
challenging.

2 L&D is a highly
varied function, from
structure to top
4 Proving value to learners
is equally important, and
proves to be equally
objectives. challenging.

6
7
The training
L&D provides is 1 Develop managers and
leaders

in line with its

top objectives
2 Help employees develop
technical skills

3 Train all employees

globally in one cohesive
way

4 Support career
development for
employees

8
What are the
most important
skills that
you/your team
provide training
for?

9
 Leadership/People 52%
Management
What are the Career Development/Soft Skills
44%
40%

most important Customer Service 37%

23%
Compliance Training
skills that Program and Project Management 23%

you/your team Business Operations/Analysis

Information Technology
22%
20%

provide training Sales 14%

Human Resources 14%
for? Product Management 11%
Software Development/Engineering 9%
Administrative Support 8%
Marketing 8%
Data Science/Analysis 6%
Creative Design 3%
Accounting 3%
Finance/Purchasing 1%
Architecture/Civil Engineering 17%
Other 10
 Specific
Coaching 57% Leadership/Pe
Leadership Communication 51%
ople
42%
Teams and Collaboration
40%
Management
Employee Engagement

Strategic Planning 30% skills

Organizational Culture 25% (among L&D
Leadership Capacity 20% professionals who
Executive Leadership 11% selected it)
Crisis Management 7%

11
Top 2017 workplace learning trends

1 Organizations are
investing more in
talent
3 Developing employees
is important to
executives, but
5 L&D professionals see
room for
improvement in their
development. demonstrating business own programs.
value proves
challenging.

2 L&D is a highly
varied function, from
structure to top
4 Proving value to learners
is equally important, and
proves to be equally
objectives. challenging.

12
L&D differs across
organizations.
Theres no
gold standard.
2/3 of learning
professionals
say L&D is
centralized

1/3 of learning
professionals
say L&D is
decentralized

13
14
L&D focus differs across SMBs and larger organizations.

SMALL ORGS LARGE ORGS

(1K or fewer employees) (Over 1K employees)

Develop managers
51% 58%
and leaders

Support career
development
36% 40%
for employees

Help employees develop

technical skills 44% 35%

15
Top 2017 workplace learning trends

1 Organizations are
investing more in
talent
3 Developing employees
is important to
executives, but
5 L&D professionals see
room for
improvement in their
development. demonstrating business own programs.
value proves
challenging.

2 L&D is a highly
varied function, from
structure to top
4 Proving value to learners
is equally important, and
proves to be equally
objectives. challenging.

16
Developing employees is important to executives,
but demonstrating value proves challenging

80 % 92 % 90 %

of L&D pros agree that of executives agree of executives say

developing employees there is a skills gap that
is top-of-mind for in the U.S. L&D programs
the executive team. workforce. would
help close the
gap.1

17
Leadership craves impact and ROI data

Business ROI is the No. 2

impact measure desired by
is the No. 1 CEOs.
measure desired
by CEOs.
Yet, only 8% And, only 4%
currently see the currently see ROI
business impact of of L&D.
L&D.

18
 What are the top ways you measure
the success of L&D at your company?

Qualitative feedback from attendees at instructor-led classes

55%
Positive feedback from line managers that employees are more
54%
productive
45%
Satisfaction of attendees at instructor-led classes
34%
Qualitative feedback from employees about online courses
26%
Satisfaction of employees using online courses
24%
Length of time an employee stays at the company after completing a
17%
training
17%
Number of employees getting promoted as a result of completing a
17%
training

Number of attendees at instructor-led classes

19
Number of online courses completed
L&D top challenges are tied to
demonstrating business impact

Having a limited budget

49%
Getting employees to make time for L&D
46%
Having a small L&D team
34%
Demonstrating ROI
32%
Aligning to the companys overall strategy
20%
Building employee awareness of L&D programs
19%
Getting executive buy-in
18%
Engaging employees during L&D programs
17%

20
Predict your Phases of growth
Know where you are, to know where youre
organization going

s training
needs using
the Greiner
Curve
My favorite tool for building a
robust L&D strategy is to use
the Greiner Curve. You should
start building for the next phase
now so that your talent is ready
when it arrives.
Britt Andreatta, PhD
Speaker, Consultant,
Top LinkedIn Learning
Instructor
21
 NO
NO
W
W
T

Where are you now and which crisis point is coming?

22
Founders
build org

A few ppl
wear many
hats

Informal &
spontaneous
T
T = need to
bring in
professional
leaders

23
New leaders
bring new
expertise
and
experience

Org
continues to
expand
T
T = gets too
large for top
leaders to
oversee

24
Start adding
layers to
hierarchy

Top leaders
focus on
strategy
while day-to-
day
delegated T
T = size
strains
current
structure,
lots of
variance
across org

25
 Policies,
procedures and
processes bring
stability

Some leaders
and talent leave
for smaller orgs
T
T = begin
police-ing
lowest common
denominator
and tie up org in
red tape

26
 Move to
more agile
and scalable
methods

Hire leaders
with EQ and
trust their
judgment
T
T = hit limit
of orgs
ability to
grow on own

27
 Growth via
partnerships,
licensing,
franchises,
M&A

Influx of other
orgs values,
visions, etc.
T
T = eventually
dilute culture
and need to
clarify vision,
mission, values
and purpose

28
 LEADERS/EXECUTIVES
LEADERS/EXECUTIVES

MANAGERS
MANAGERS

EMPLOYEES
EMPLOYEES

Which skills and competencies will be needed

by your employees, managers and leaders? 29
 Provide metrics thatll get your leaders
to sit up and take notice

Most leaders do not fully

appreciate the financial costs
of losing top talent or having
disengaged employees. I use
two key metrics to get leaders
to set up and take notice. Look at the Show the true
cost cost
Britt Andreatta, PhD
Speaker, Consultant, of attrition of
Top LinkedIn Learning disengagement
Instructor

30
The cost of TECHNICAL/LEADER-LEVEL EMPLOYEE
Annual Salary + Benefits
replacing an
$125,00
employee is 0
COST TO REPLACE
EACH EMPLOYEE

50%250% SHRM%
X 250%
$312,0
of their 00
annual
ENTRY-LEVEL EMPLOYEE
salary + Annual Salary + Benefits

benefits $60,00 COST TO REPLACE

EACH EMPLOYEE
0
SHRM%
X 50%
$30,00
0

31
 Headcount

The cost of 3,725

disengagem Disengagement rate
Gallup estimates 17.2% of
the U.S. workforce is actively
disengaged.

ent x 17.2%
# disengaged employees

= 641

Median annual salary

$150,000

Gallup % cost of disengagement

x 34%
Annual cost per disengaged employee

= $51,000

$32,675,7
COST TO REPLACE
EACH EMPLOYEE

00 32
Develop a A communication plan will help to:
tightly executed
communication Keep the base informed using different
channels.
plan
Audit and self correct plans midway through
an effort.

Sell your capabilities with the user in

Progressive L&D professionals
are using communication
plans as the backbone of
their L&D strategy.
mind.
Recruit and use high performers and
successful change agents to act as
catalysts in the field.

Todd Dewett, PhD

Educator, Professional
Speaker, and Top LinkedIn
Learning Instructor

33
 Understand your audience

Your communication plan should be customized to each of these four audiences:

T L B C
Team Learners Business Customer
Members partners s

34
Top 2017 workplace learning trends

1 Organizations are
investing more in
talent
3 Developing employees
is important to
executives, but
5 L&D professionals see
room for
improvement in their
development. demonstrating business own programs.
value proves
challenging.

2 L&D is a highly
varied function, from
structure to top
4 Proving value to learners
is equally important, and
proves to be equally
objectives. challenging.

35
 5
The average
shelf life of
skills is less
than five years

36
 When modern learners engage

52% 47% 42% 30% 27%

at the point in the at their when alerted on the way to
of need evenings office desk to updates and from
and weekends work

37
Report value to
1 Supports the human need to
improve and develop mastery
the individual
and the
business 2 Empowers employees to craft their
own career development paths

5 ways to display value of

learning
to employees 3 Creates opportunities to network
with other employees

Counterbalances poor managers who

4 dont provide enough performance

coaching

Keeps employees connected to the

5 infrastructure and values of the

organization

38
Top 2017 workplace learning trends

1 Organizations are
investing more in
talent
3 Developing employees
is important to
executives, but
5 L&D professionals see
room for
improvement in their
development. demonstrating business own programs.
value proves
challenging.

2 L&D is a highly
varied function, from
structure to top
4 Proving value to learners
is equally important, and
proves to be equally
objectives. challenging.

39
L&D professionals
see room for Less than /4 1
improvement in of L&D professionals surveyed
their own programs were willing to recommend their
own L&D programs to peers.

Only 60%
have a seat at the table.

40
 Transformative learning

Psychologic Behavioral Convictiona

al in
change Change in actions Revisionlof belief
understanding system

41
Instructor-led classes are the No. 1 way
L&D professionals train employees

In-house instructor-led classes

78%
Peer-to-peer coaching
61%
Online training/eLearning (created in-house)
58%
Online training/eLearning (via external
49%
provider)
49%
Conferences
42%
Certification programs
39%
Tuition reimbursement
38%
External instructor-led classes
30%
Journals, publications, books
26%
External coaching
3%
Other 42
 Deliver modern learning experiences
to meet expectations from modern learners

A modern learning
Curate modern experience
learning focuses
experiences, not on creating real
just behavior change.
learning programs.

43
7 out of
organizations are starting to

10
incorporate video-based
online training into their
learning cultures.

44
Build a culture of learning, one that rewards growth

The single biggest

driver
of business impact is
the strength of an
organizations
learning culture.
Josh Bersin
Principal and Founder
Bersin by Deloitte

45
About LinkedIn Learning Solutions
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Visit our website: learning.linkedin.com

 Bonus
materials

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2017 Workplace Learning R deeper dive on building
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Questions +
Comments

Consultant, Speaker, and

Top LinkedIn Learning Instructor
Britt@BrittAndreatta.com
 INSIGHTS FROM LINKEDINS
2017 WORKPLACE
LEARNING
REPORT:
Thank you! TRENDS, CHALLENGES
AND SOLUTIONS

Britt Andreatta, PhD