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

2 L&D is a highly varied

function, from structure
to top objectives.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.

4
How to Succeed Dont just take orders. Identify

in the Future 1 real training needs.

State of L&D
5 key strategies to make the shift 2 Deliver modern learning experiences to
meet expectations from modern learners

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

2 L&D is a highly varied

function, from structure
to top objectives.
4 Proving value to learners is
equally important, and
proves to be equally
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 Management 52%
44%
What are the most Career Development/Soft Skills
Customer Service 40%

important skills Compliance Training 37%

Program and Project Management 23%
that you/your team Business Operations/Analysis 23%
Information Technology 22%
provide training Sales 20%

for? Human Resources 14%

Product Management 14%
Software Development/Engineering 11%
Administrative Support 9%
Marketing 8%
Data Science/Analysis 8%
Creative Design 6%
Accounting 3%
Finance/Purchasing 3%
Architecture/Civil Engineering 1%
Other 17%
10
 Specific
Coaching 57% Leadership/Peopl
Leadership Communication 51%
e Management
Teams and Collaboration 42%

Employee Engagement 40%

skills
30%
(among L&D
Strategic Planning
professionals who
Organizational Culture 25%
selected it)
Leadership Capacity 20%

Executive Leadership 11%

Crisis Management 7%

11
Top 2017 workplace learning trends

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

2 L&D is a highly varied

function, from structure
to top objectives.
4 Proving value to learners is
equally important, and
proves to be equally
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

for employees 40%
36%

Help employees develop

technical skills 44% 35%

15
Top 2017 workplace learning trends

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

2 L&D is a highly varied

function, from structure
to top objectives.
4 Proving value to learners is
equally important, and
proves to be equally
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 that

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

17
 Leadership craves impact and ROI data

Business impact ROI is the No. 2

is the No. 1 measure desired by
measure desired by CEOs.
CEOs.

Yet, only 8% And, only 4%

currently see the currently see ROI of
business impact 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 productive 54%

Satisfaction of attendees at instructor-led classes 45%

Qualitative feedback from employees about online courses 34%

Satisfaction of employees using online courses 26%

Length of time an employee stays at the company after completing a training 24%

Number of employees getting promoted as a result of completing a training 17%

Number of attendees at instructor-led classes 17%

Number of online courses completed 17%

19
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 going
organizations
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
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 = need to T
bring in
professional
leaders

23
New leaders
bring new
expertise and
experience

Org continues
to expand

T = gets too
large for top T
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

MANAGERS

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 cost Show the true cost
of attrition of disengagement
Britt Andreatta, PhD
Speaker, Consultant,
Top LinkedIn Learning Instructor

30
The cost of TECHNICAL/LEADER-LEVEL EMPLOYEE
Annual Salary + Benefits
replacing an
$125,000
employee is COST TO REPLACE
EACH EMPLOYEE

50%250% SHRM%
X 250%
$312,000
of their annual
salary +
ENTRY-LEVEL EMPLOYEE
benefits Annual Salary + Benefits

$60,000 COST TO REPLACE

EACH EMPLOYEE

SHRM%
X 50%
$30,000

31
 Headcount

The cost of 3,725

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

t x 17.2%
# disengaged employees

= 641

Median annual salary

$150,000

Gallup % cost of disengagement

x 34%
Annual cost per disengaged employee

= $51,000

COST TO REPLACE
EACH EMPLOYEE $32,675,700
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 mind.

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

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 Customers
Members partners

34
Top 2017 workplace learning trends

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

2 L&D is a highly varied

function, from structure
to top objectives.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.

35
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 evenings at their when alerted on the way to
of need and weekends office desk to updates and from work

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

to employees

3 Creates opportunities to network with

other employees

Counterbalances poor managers who dont

4 provide enough performance coaching

5 Keeps employees connected to the

infrastructure and values of the organization

38
Top 2017 workplace learning trends

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

2 L&D is a highly varied

function, from structure
to top objectives.
4 Proving value to learners is
equally important, and
proves to be equally
challenging.

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

Only 60%
have a seat at the table.

40
 Transformative learning

Psychological Behavioral Convictional

change in understanding Change in actions Revision of belief 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 provider) 49%

Conferences 49%

Certification programs 42%

Tuition reimbursement 39%

External instructor-led classes 38%

Journals, publications, books 30%

External coaching 26%

Other 3%
42
 Deliver modern learning experiences
to meet expectations from modern learners

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

43
organizations are starting to
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

Explore the entire 2017 Watch this course for a deeper

Workplace Learning Report dive on building strategic L&D
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