Plot your organizational training profile using this rubric to get clarity on how well positioned your company is to begin transforming its training and learning programs for the 21st century. Your profile reveals where best to focus your time and energy to advance your transformation agenda.
This assessment is grounded in years of experience leading and managing learning technology innovation initiatives in large-scale organizations. Use this interactive experience to plot where your training is today, and where you’d like it to be tomorrow, then generate your company's self-assessment profile to view the gaps in the current ecosystem.
The Learning Guild (TLG) hosted Realizeit via a Webinar to discuss how personalized and adaptive training, powered by machine learning, helps transcend barriers to deliver real value in workforce training. If you're looking for additional perspective on how to strategically align your learning strategy with measurable outcomes, view the full Webinar hosted by TLG. You will gain incredible insight, and additional thoughts from our CEO, Manoj Kulkarni.
This is how an organization thinks about “learning”. The mindset among leadership influences the process and the technology that is implemented, which ultimately impacts the outlook of an organization. Arguably, mindset is the most influential factor when evaluating decision criteria.
Organizations have to make several decisions when it comes to how they will train their workforce. Undoubtedly, there are an endless number of iterations into how this comes to life. This category evaluates the mindset of how an organization specifically approaches “training”.
Training is included because it’s necessary and mandatory for employee safety and baseline job performance. When viewing training as “table stakes”, it is not prioritized in the company.
Contrary to table stakes, organizations that view training as a core facet of their training success, build training and learning into the fabric of their strategy. When training is core and continuous, this is vital to the company (what is needed).
The learning takeaways that individuals possess after experiencing training. The mindset needs to shift toward actually being able to measure knowledge, and link to performance.
If knowledge is “not measured”, organizations either do not have the ability or process flow to track learning. In addition, they are not tying knowledge to job performance or KPI’s.
Do you know how to do your job? When knowledge is measured and verified, leaders have the ability to track and link job requirements to performance, but also really know if someone knows how to do their job.
Relevant skills and knowledge linked to performance. This is looking at employees in the flow of work, and in their specific jobs. Are they performing? Are they competent?
This is commonplace in the overwhelming majority of companies. Without linking “On-the-job” performance, there is a major disconnection to truly measure performance and maximize safety.
When linking on-the-job performance to training, it becomes possible for companies to truly know that their employees are confident, competent and capable.
This category specifically isolates an organization’s tech stack. What LMS is in play? What delivery mechanisms are in place for learning technology?
Primary medium and methodology of delivery for training and development.
Learning modules and training materials are delivered via traditional classroom settings with an instructor and a guide, and/or via remote learning modules with an instructor.
Learning modules and training materials are delivered in an adaptive fashion, curated for specific employees and learners using machine learning, powered by an intelligent engine.
Current outlook of an organization’s technology. Is the technology flexible, adaptive and nimble enough to create a performant ecosystem.
Independent, cumbersome amount of tools and technology that do not integrate seamlessly with one another. Bolt on solutions that solve one (or few) problems versus end-to-end integration solving of a broad range of challenges.
Integrates seamlessly and easily into your environment. Ability to create adaptive, engaging learning experiences that your leaders, trainers and employees have always dreamed of.
Translating an organization’s mindset and technology to day-to-day process and operations. This explores the various modalities, measurement and approach to learning.
What cannot be measured, cannot be improved. This is one of the most important aspects of how an organization identifies and maximizes employee performance.
Traditional, legacy approach to learning. Envision a classic LMS at play, that takes learners through a series of modules that are measured based on completing the module and “getting to the end”. There is often an assessment at the end of the module, but it is very linear.
Progressive, innovative approach to learning. This uses assessments and performance metrics to determine a learner’s path, and never loses sight of performance. How well can you do your job, and how well can you do your job?
Dissemination and delivery mechanism of learning modalities to the organization.
The common industry standard and approach to learning and development. One-size-fits-all delivers information broadly and intends to maximize output with a streamlined approach. Unfortunately, this falls short almost immediately.
One-size-fits-all, fits no one. Every learning absorbs information differently, and at a different pace. When having a curated, contextualized approach to learning, an organization has the ability to truly maximize achievement.
Learning is not an outcome, learning is a tool — Performance is the outcome. When organizations take a traditional approach to L&D, there is a high propensity for waste and redundancy.
Using a one-size-fits-all approach to learning leads to an incredible amount of waste and inefficient spending for the business.
If learning is precise, and tailor made to each learner, the process is not only smoother, but all aspects of training become relevant and not extraneous.
Learning happens in multiple ways, and is highly connected to an organization’s structure. Learning modality targets whether or not training is happening in traditional classroom settings, or directly in the flow of work.
Specifically in a traditional classroom setting, with an instructor and/or in a traditional delivery mechanism.
Learning in the flow of work creates powerful connections to what an employee needs to know precisely when they need to know it.
This is not about reporting and dashboards. This is about analytics, and truly linking actionable data to performance. How are you thinking about and using the data that comes from your training operations?
Registered data and metrics that are completely disconnected to the flow and speed of the business. Traditional LMS compiles an endless amount of data, but it almost immediately becomes obsolete if it’s not linked to outcomes.
In the moment, actionable insights that can be used to strategically drive the business forward.
Plotting where your business sits today, both among your stakeholders and how attainable measuring ROI is.
The current outlook and qualitative feelings across the leadership team about the temperature of an organization’s approach to learning — taking into account mindset, technology and process.
Is there a measurable return on investment in your current learning and training efforts?
Difficult to measure, not actionable.
Partially measurable, subjective.
Linked to performance, measurable and actionable.