Uploaded byLaura Overton
Towards Maturity & PA Consulting presentation
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
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Towards Maturity & PA Consulting presentation
- 1. Getting ready forthe future of learning @lauraoverton www.towardsmaturity.org/benchmark PA Consulting @shackletonjones paconsulting.com
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- 3. Copyright PA ConsultingLtd. 2017
- 4. Copyright PA ConsultingLtd. 2017
- 5. Copyright PA ConsultingLtd. 2017
- 6. Copyright PA ConsultingLtd. 2017
- 7. Copyright PA ConsultingLtd. 2017
- 8. What does thefuture of learning look like for you? All conent © 2017 Towards Maturity CIC Ltd. Not to be distributed or copied.
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- 10. PROCESS EFFICIENCY PERFORMANCE AGILITY CULTUREPROGRAMMEORGANISATIONCULTURE Reduce time awayfrom the job 95% Speed up implementation of new processes 91% Improve organisational performance* 96% Facilitate new ways of working* 100% Provide a faster response to changing conditions * 96% Speed up the application of learning at work 96% Integrate learning into the workflow *96% Increase self directed learning *100% Deliver greater value for money* 96% Increase volume 92% The future of learning for the health profession (* = health higher than average)
- 11. To what extent is health harnessing technology? 18% %budget allocated to learning tech 15% public sector 28% Top Deck 62% % content developed in house 54% public sector 61% Top Deck
- 12. To what extent is health harnessing technology? 90% custommade in house elearning 72% public sector 70% Video 69% public sector 95% Live online learning 84% public sector 85% LMS 79% public sector 35% Learning Communities 62% public sector 70% Job aids/ check lists 70% public sector 85% Mobile 82% public sector 30% Competency management systems 30% public sector 15% Game based elements 16% public sector 40% Information repositories/ portals 51% public sector
- 13. PROCESSES EFFICIENCY PERFORMANCE AGILITY CULTUREPROGRAMMEORGANISATIONCULTURE Achieved by 25% Vs24% Achieved by 26% in health (34% public sector)) Achieved by 13% in health Vs 21% Achieved by 7% in health Vs 15% Achieved by 8% Vs 11% The Future is here, it’s just not evenly distributed yet
- 14. 25% 18% 12% 10% 8% 37% 28% 20% 13% 10% 50% 39% 32% 20% 18% 65% 54% 47% 40% 35% 77% 64% 62% 54% 46% Improving Efficiency Fine-tuning Process Boosting Performance Cultivating Agility Influencing Culture x3 x5 x6 Q4 Q3 Q2Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Q4 Q3 Q2 Q1 TD Some are realising their vision faster than others – what are they doing differently? x3 x5 % Reporting achievement of goals in each outcome
- 15. 1: ESTABLISH CLEARGOALS
- 16. Top Deck organisations are DELIVERING whatmatters to business Compared to rest of sample of 600 L&D leaders Growth Transformation Productivity Sustainability 3x 4x 3x 3x
- 17. 92%of the TopDeck Analyse the problem before recommending a solution 40% health 58% public sector
- 18. 77%of the TopDeck Have a plan for how they will meet agreed measures 24% health 35% public sector
- 19. 2: INDULGE INFRESH THINKING
- 20. 90%oftheTopDeck consider the course asonly one option for building performance (41%health 46%publicsector) Different Perspective
- 21. 85%Topdeck looking at models that integrate learningand work 25% health 36% public sector 102070Workflow Social Formal
- 22. Managing competency 70:20:10 style Monitor daily Superviseat the point of need Helse Vest, Norway State owned regional health authority: Health trusts Operating 9 hospitals 31,000 employees
- 23. 3: UNDERSTAND THETERRAIN (KNOW YOUR LEARNERS!)
- 24. 82%of the TopDeck are proactive in understanding how their staff learn 33% health 29% public sector
- 25. 77%of the TopDeck involve users in design (19% health 48% public sector) LISTEN
- 26. The danger of boxingstaff in CONSTRAINS OUR THINKING & ACTIONS
- 27. 4: USE THERIGHT KIT
- 28. E-enable 43% of formal learning (23%health, 21% public sector) 87% Enjoy good relationships with IT (71% health, 53% public sector) TOP DECK THINK DIGITALLY
- 29. The Top Deck… Usetech to make life easier 5xas likely to have Curation strategies in place 4x as likely to use Micro Learning 3x as likely to provide Job aids via mobile 3x as likely to use Use Tags and Metatags
- 30. 5: IT’S ATEAM EFFORT
- 31. 90% Expect Line managersto take responsibility for staff development (71% health, 67% public sector) 59% Equip managers with the resources they need to support their teams (14% health, 19% public sector) 90% expect line managers to take responsibility for their staffs’ development (vs 61% of the rest)
- 32. The Top Deck HELPSTAFF LEARN HOW TO LEARN 74% offer study skills training (62%health, 58% public sector) 64% encourage learners to organise own Personal learning strategies (25% heath, 30% public sector)
- 33. What did stafflike best about working at HC-One?
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- 35. Beware the latest fads! Usingmore technologies but reporting fewer benefits
- 36. 82%of the TopDeck L&D are confident using new media in learning design (29% health, 25% public sector)
- 37. 82%of the TopDeck provide ongoing CPD opportunities for L&D staff (57% health 61% public sector.) 1 in 5 (19% health. 7% PS) don’t know how their L&D staff build skills
- 38. 7: USE ACOMMON SENSE FRAMEWORK
- 39. Common sense but notcommon practice Defining Need Understanding Learners Work Context Building Capability Ensuring Engagement Demonstrating Value THE TOP 10% T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS
- 40. © Towards Maturity2015 Prioritise outputs not inputs Be consumer driven Work within wider context Prepare for change Bring others on board Use evidence to review & adapt
- 41. 8: KEEP ONTRACK
- 42. 62% Top Deck Use learninganalytics to improve the service they deliver 13% health, 19% public sector EVIDENCE BASED LEARNING DECISIONS
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- 44. © PA KnowledgeLimited 2017 44 Distance from point of need Trainingtimerequired The Learning Elimination Curve
- 45. © PA KnowledgeLimited 2017 45
- 46. © PA KnowledgeLimited 2017 46
- 47. © PA KnowledgeLimited 2017 47 HOW WOULD YOU? Find your way in a strange city? Help your daughter with her homework on ‘the Ancient Egyptians’? Find a restaurant in a new area? Learn how to play ‘stairway to heaven’ on a guitar? Learn about a person you will be meeting? Choose a good movie to watch? Learn how to use your new phone? Keep up with innovations in your profession? Choose a hotel for a holiday? Overcome a difficult level on your computer game? Fix a fault with your chainsaw?
- 48. © PA KnowledgeLimited 2017 48 Disliked Ineffective Cheap Training isn’t working.The world is changing.The way we learn everyday no longer resembles educational conventions. The Problem CLASSROOM E-LEARNING Liked Ineffective Expensive
- 49. © PA KnowledgeLimited 2017 49 EXPERIENCES RESOURCES We design experiences that simulate real challenges. We offer resources that help people get the job done. The Solution Turning educational programmes into simulations of real work Allowing people to earn badges, develop a portfolio & transferrable skills Designing digital resources around everyday tasks & challenges Enabling people to perform, by accessing support at the point of need
- 50. Be convinced Supportand guidance Feel inspired or engaged Simple practical stuff THE ORGANISATION WANTS METO… IWANT… Understand why To understand how Care less Story ResourceGuideAnimation PUSH PULL Experience Care more Experiences or Resource?
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- 52. © PA KnowledgeLimited 2017 52
- 53. © PA KnowledgeLimited 2017 53 Example: Global Bank 26
- 54. © PA KnowledgeLimited 2017 54 Example: High Speed 2 High Speed 2 is the largest infrastructure programme in the UK. With construction work about to begin, HS2 saw that strong leadership would be essential to getting their 2,000-strong workforce performing effectively. PA worked with HS2 to design and launch an online learning portal with checklists, video shorts and ‘how to’ guides that people can use to get practical support whenever they need it. Topics covered everything from conducting an interview to running a performance review. 26
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- 56. 82% ofL&Dprofessionals in healththink L&Dlack knowledge about implementing learning tech 76% Staff lack skills to manage their own learning
- 57. Getting ready forthe future of learning What are we going to do about it? All content © 2017 Towards Maturity CIC Ltd. Not to be distributed or copie
- 58. A starting point Defining Need Understanding Learners Work Context Building Capability Ensuring Engagement Demonstrating Value THETOP 10% T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS
- 59. Health Sector Where arewe now? Strenghts
- 60. Managing learning Personal Understandingthe business problem Design and delivery (technical) Supporting Performance Design and delivery Evaluating impact Skills in place (Rest)Priority skills (All) Skills in place (Top Deck) W W W W = W= W W W S W W W S S W W W S
- 61. Preparing for thefuture
- 62. Experiences Experience formats whichcan be applied to change mindsets, build capability and improve performance. Use these formats to build a ‘flight simulator’ for tasks or roles of any kind.
- 63. Resources Resources – suchas short videos, animations, checklists, infographics and one-page guides – help people at the point of need. Resources can be far more effective than courses at improving performance. Animation: the psychology of differences Video: for the business case Infographics: for context Peer stories
- 64. Be convinced Supportand guidance Feel inspired or engaged Simple practical stuff THE ORGANISATION WANTS METO… IWANT… Understand why To understand how Care less Story ResourceGuideAnimation PUSH PULL Experience Care more Experiences or Resource?
- 65. DEFINE the outcome in termsof results not learning objectives DISCOVER the concerns and tasks that underpin performance DESIGN think of helpful stuff: resources and experiences DEVELOP in a user-centred way: designers partnering with practitioners DEPLOY an MVP rapidly, and market ITERATE Continue to improve 6 1 2 3 4 5 The audience always comes first. Talk to people – find out how you can help. Process
- 66. Technology 1) Talk topeople, build helpful stuff. 2) Use the technology people are already using. • Whatsapp • Slack • Facebook • Instagram 3) Use smartphones – but get a microphone! 4) Use powerpoint for printables 5) Curate wherever you can
- 67. EXAMPLE CROWDSOURCING QUESTIONS VOTE FOR 4! AVISION FOR DIGITAL LEARNING 6) What specific questions can we ask business leaders to build buy in? 2) What do you do to help line managers ensure learning is supported in the workplace? 3) What are the priority skills required by L&D to secure the opportunities of a digital future? 4) How can we improve the culture of learning in NHS Wales? 1) In what ways can we use technology to support learning that we are not doing at the moment? 7) How can we involve learners more in the design of learning? 5) What evidence should we capture to demonstrate impact? When should we capture it? 8) How can we deliver more impact with less resources?
- 68. Turning insight intoaction All content © 2017 Towards Maturity CIC Ltd. Not to be distributed or copie
- 69. HOW DO WERESPOND TO CHANGE!
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- 72. 9 tips for gettingready for the future of learning