Welcome!

CrossKnowledge BEYOND
Roadshow Copenhagen

October 21, 2019

 Martin Halse
Business Unit Manager
Nordics

Introduction

CrossKnowledge
and BEYOND Roadshow
Agenda
09:45 – 10:45 Running Up the HILL: Creating High Impact Learning that Lasts
10:45 – 11:00 Coffee Break
11:00 – 12:00 What Is Digital Learning Transformation?
12:45 – 13:30 Bringing HILL to Life
13:30 – 13:45 Close
 Jan Rijken
Learning Director
CrossKnowledge

Workshop

Running Up the HILL: Creating high

impact learning that lasts
Agenda
10 min
Why change

20 min
HILL model

20 min
Workshop

10 min
Q&A
About Jan Rijken
• Learning Director
CrossKnowledge
• Visiting professor at IE and
Nyenrode Business University
• Director KPMG Business
School
• CLO ABN-AMRO
• Director Daimler Academy
• Head of Training & MD: SHV
Recent publications
• L&D Global<>Local
• Learner Engagement
• Annual Learning Reporting
• Corporate Learning Strategy
• Digital Learning Readiness
• Knowledge Transfer
• Onboarding
• Leadership Development
• Skills acquisition
• 15 L&D performance questions
Dynamics in our environment

Employee
Economic
Value
Turbulence
Proposition
New business Engaging the
models Workforce

Technology - Impact on Labour

Digitalization Employability Relations

New jobs & Employee

skills Readiness
Demographic
Globalization
Shift
Learning doesn’t drive business – skills do

We are not able to innovate effectively

8 in 10 ➜ 55%
Our people costs are rising more than expected
52%
CEOs say lack of key skills
IS A SERIOUS THREAT Our quality or customer experience are impacted
to their company’s growth 47%
We are unable to pursue a market opportunity
44%
We are missing our growth targets
44%

PwC, 22nd CEO Survey: Talent Trends 2019, Upskilling for a Digital World, 2/2019
By 2022, more than 54% of all employees will need
substantial reskilling
The top 10 skills in 2022

1. Analytical 3. CREATIVITY,
2. Active
Thinking and Originality and
Learning
INNOVATION Initiative

4. Technology 5. Critical 6. Complex

Design & Thinking and Problem
Programming Analyses Solving

7. Leadership & 9. Reasoning,

8. Emotional
Social Problemsolving
Intelligence
Influence and IDEATION

10. Systems Analyses and Evaluation

SOURCE: WEF, 2018

Why invest in
High Impact Learning Experiences

Total 2018 U.S. training expenditures Percentage of

equals $87.6 billion. employees that don’t
(Training Industry, 2018)
have the skills needed for
Corporate learning must undergo both current and future jobs

80%
revolutionary changes over the next
few years to keep pace with constant
technological advances.
(Benson-Armer, Gast, & van Dam, 2016)

(Gartner, 2018)
and ………….. Learning preferences are changing

What did NOT make the

Top Priorities in 2018 top five areas of focus this
Jumped up from year?
Personalization / Adaptive Delivery
#2 last year

Collaborative / Social Learning • Curation

• Gamification
Micro-learning Jumped up from • Video
#5 last year • MOOCs
Virtual, Augmented Reality
• Developing L&D
All new “digital” function
technologies
Mobile Delivery
These areas are becoming
Artificial Intelligence “mainstream” or
commodity-like features of
Source: Donald H. Taylor, Learning Sentiment Study 2017,
885 L&D respondents, 60 countries
learning.
To Deliver
High Impact Learning Experiences

The 7 building blocks of HILL

RELEVANCE Engage in sticky learning that creates value
for the learner, the teams and the organization:
How to recommend the right
skill to the right learner?

Action Plans & Flexibility with

Create Assessment formal
Knowledge
QUALITY & LEARNING SCIENCE Urgency as Learning
Sharing & informal
Poor content + poor learning design = poor
skills transfer

Empowered Learners Collaboration Hybrid Learning

LEARNER ENGAGEMENT (agency) & Coaching

How to create a sticky experience?

The impact of learning methods
• Show how useful new skills and knowledge are.
• Set goals at the beginning of the course, preferably by interacting
with the learners.
• Embed the problem in real-life situations.
• Encourage learners to identify problems and analyze their needs.
• Harness the power of learner feedback and reflection.
• Practice ‘learning by doing’ by implementing de-briefing sessions,
time-out sessions during work, to briefly reflect on the work done
and check whether improvements are needed.
• Coach diversity (in age, expertise and background) in teams
according to the differences in expertise needed to get the work
done.
• Encourage snack learning by sharing and provide a platform to
exchange information and experiences.
• Stimulate peer discussion and interaction in teams.
• Encourage a climate of respect for each other’s findings/input.
• Always start hybrid learning courses with a group meeting.
• Invest in combining F2F, social & workplace learning.
• Stimulate interaction and collaboration among learners,
online as well as offline.
• Make explicit to the learner the purpose of the offline and
online activities & why the hybridity is designed that way.
• Check the learner’s computer self-efficacy. If it is low,
support the learner in getting to know how to use the
online learning opportunities and to develop confidence in
his or her online learning abilities.
International Masterclass L&D Leadership
 Overview of the six-month learning journey
Block 1 Block 2
Journey elements Strategic Learning & Development for Impact Leading L&D Innovation & Transformation

Live virtual
classrooms e.g.
Program introduction Best practices Research insights Leadership development Personal project

Digital
courses &
assessments e.g.
L&D strategy Lifelong learning survey Your personal brand Leading innovation

Immersive
classroom on
campus Example 1 and 2 Team management Mastering challenging How to collaborate
conversations
3 day program at Nyenrode Business Universiteit 3 day program at IE University

Social learning in
virtual teams
e.g. Interview experts Develop point of views Discuss assignments Collect insights Share best practices

On the job-
assignments
e.g.
Develop a stakeholder map Collect information Develop a measurement report Update your communication plan

Coaching
sessions e.g. Collaborate with (virtual) coaches and mentors

Personal project Participants will work during the 6 months journey on a specific L&D challenge for their organization
• Let learners participate in goal-setting.
• Allow flexibility and be open to alternatives suggested
by the learner.
• Give adequate feedback that is critical, but also
constructive.
• Give learners opportunities to choose their own talents
to develop.
• Gradually allow for more choices.
Ask learners to respect the consequences of their
choices.
• Implement teamwork as an opportunity for
learners to learn from each other.
• Create enough variation in collaborative methods
used.
• Use coaching at the right time to turn
collaboration into a learning opportunity.
• Listen and do not judge: Give constructive
feedback and create open, clear and honest
communication.
• Speak about the talents of learners and trust in
their high quality.
• Model that you are a curious, excited person
about learning and you want to learn new things.
• Set high expectations.
• Dare to deviate from the training manual to open up room for
the learner to craft his or her own path.
• Discuss mistakes to learn from them.
• Appreciate and support efforts to learn.
• Increase the access to information and databases or
systems.
• Enhance participation in internal and external networks.
• Organize common breaks.
• Involve learners in task forces to experience critical
incidents, challenges, etc.
• Enhance a strong integration of learning and
assessment.
• Pay attention to the process of learning and not just
the outcomes.
• Use self-, peer-, and co-assessment.
• Stimulate learners to constantly seek feedback,
support learners in creating a feedback-seeking
attitude.
• Use 360-degree feedback as a tool for learning and
assessment.
• Introduce competence logs and use portfolio
assessments.
• Let learners discuss how to operationalize the
evaluation criteria for peer assessment.
 WORKSHOP

Source: Dochy & Segers, 2018.

Creating Impact Through Future Learning: The HILL Model.

You should provide feedback throughout each course.
Take every opportunity and use assessment as a
learning tool.
Learning happens anywhere and anytime in
organized settings and daily life – use the
power of formal and informal learning .
Working collaboratively, in small groups or teams,
enhances learning. What’s more, coaching from managers,
tutors, or mentors can increase performance.
Source: Dochy & Segers, 2018.
Creating Impact Through Future Learning: The HILL Model.
To make learners realize that they need to work on their
knowledge and skills during
a training course, you have to trigger a sense of urgency.
We learn best by doing and by sharing our
experiences with other people. To take learning to
the next level, learners must take a proactive
approach, what we call “learning in action”.
High-impact learning relies on a well-thought-
out mix of learning methods. Switching tools,
methods, scenarios, and speakers takes
learning to the next level.
It’s important that learners are in charge of their own
learning, make their own choices,
and manage their own learning pathways.
 Questions &
Take-aways

Source: Dochy & Segers, 2018.

Creating Impact Through Future Learning: The HILL Model.
Coffee Break
10:45 – 11:00
 Amanda Nolen
Digital Learning
Transformation Strategist

Keynote

What Is Digital Learning Transformation?

(HINT: It's Not Just About Technology)
Digital Learning Transformation:
Beyond the Technology
Amanda Nolen Follow me &
Lori Niles-Hofmann on LinkedIn!
Cofounder, NilesNolen AmandaJNolen
Are we
creating a
skills desert?
According to Forbes, there will be
a shortage of 3.5 million
jobs in cybersecurity by 2021

There is already a war on talent,

but If we do not guide, invest in
and upskill all workers, we are
contributing to it
The average life
span of a skill is
3-5 years
One-third of the skills you use
today will be obsolete by 2022

More than half (54%) of all

workers will need significant
reskilling

We must shift from Hire-Fire-Hire

to ”Hire to Retire”
“Power Skills” Are Taking the Lead
Some Uncomfortable Truths
According to a study by Harvard Business School,
 “Money pumped into leadership and management training
typically doesn’t yield the return on investment in improved
organizational effectiveness and performance that companies
expect”
 Companies spend enormous amounts of money - close to
$356 billion globally in 2015 – but are not getting good
ROI.

https://hbr.org/2016/10/why-leadership-training-fails-and-what-to-do-about-it
We need to become brutally efficient
in how we reskill our people
We’re saved!
We’re getting a
new platform!
Will this transform
you?
Nutrition
Coaching
Time
Willpower
Motivation
According to RedThread
Research,

organizations use an
average of
11 learning tech
functionalities
 New
Operating
Model

Stakeholder Performance
Management Consulting

Learning
Tech
Stack
New L&D Content
Skills Strategy

Data-Driven
Learning
Design
New Operating Model
Sound familiar?
▪ Business comes to L&D (last minute, of course) with a learning need
▪ Due to annual planning, no budget or resources are available to
support the request
▪ L&D either declines the request or scrambles to secure money and
people, causing delays
▪ Business is frustrated and either builds on their own, or purchases
expensive courses
▪ L&D wonders why they are never at the strategic table
The Annual Plan
Benefits Risks
▪Easy to track progress ▪Too rigid
▪Clean project planning ▪Too slow
▪Easy resource management ▪Impossible to predict future
▪Stakeholders like it learning needs
▪Ensures budget ▪The business will see L&D
as a cost center, not a
strategic partner
The Real World
By the time a learning need has
finally trickled down to L&D,
it’s too late!
 Company

Business Business Business

Line Line Line

L&D L&D L&D

Design Dev Design Dev Design Dev

 Time
Company

Business Business Business

Line Line Line

Inconsistent Performance Consulting

L&D L&D L&D

Duplication
Design Dev Design Dev Design Dev
Hoboken Train Crash
Twitter Feed
Media agency reactions
Three-hour
turnaround
Imagine if we could do that…
Medical Triage

▪ Chest Pain
▪ Bleeding
▪ Fever
▪ Breathing
▪ Consciousness
Care is prioritized
The goal is not to respond to every
emergency, but to strategically
prioritise emerging needs against best
business outcomes
 New
Operating
Model

Stakeholder Performance
Management Consulting

Learning
Tech
Stack
Data-driven
New L&D
Learning
Skills
Design

Content
Strategy
Performance Consulting
Learning Triage
Does this
request
impact any of Yes Proceed directly
the following? to performance
Risk, Safety, consulting
Compliance,
Revenue

No

Further information
required
Learning Triage

Does this request

cover any of the
following? Yes
Coaching,
Contact global
Leadership,
Project
Management

No

Further information
required
Learning Triage

Does this
request Yes Further
support global information
business required
goals?

No
All learning must
support business
goals
Learning Triage

Can the
culture Yes Further
support the information
performance required
goals?

No
Learning is not a
recommended
investment
Learning Triage
Could this
request be
best Yes Forward request
supported by on
Marketing or
Comms?

No

Further information
required
Learning Triage

Does any
content Yes
currently exist Assess suitability
internally on
the topic?

No

Further information
required
Learning Triage

Are there
quantifiable Yes Further
data points to information
demonstrate a required
true need?

No

Deny request
Learning Triage
Are there
measurable Yes Further
data points information
to evaluate required
impact?

No
All requests must
have evaluation
metrics
In Action

Rapid Specialist or After

Intake Treatment
Triage Morgue Care

Reprioritisation
Workflow management
▪ Consistent intake
▪ Weighting and scoring of requests
▪ Scorecord to prioritize and
reprioritize
▪ Robust reporting of time and spend
▪ Track subject matter expert
signoffs….and delays
▪ Single repository of content
▪ Eliminates email
▪ No duplication
 New
Operating
Model

Stakeholder Performance
Management Consulting

Learning
Tech
Stack
Data-driven
New L&D
Learning
Skills
Design

Content
Strategy
Data-Driven Learning Design
Data-Driven Learning Design

Discover
Respond
Insights

Monitor
Rather than wait for the business to
request learning, be predictive and
proactive, using basic, readily
available, data
Your Data Feed
Data Point Action
Top searches, failed searches • Promote content aligned with
search preferences
• Determine if you need content
to fill gap from failed searches
• Use to determine next build
content

Pages most visited • Determine why the pages are

most visited and what it tells
you what your learners value
• Google analytics to understand
pathways
Your Data Feed
Data Point Action
Time of day/day of week most active • Publish content at these key times
for maximum exposure

Drop off rates • Determine why people left: poor

title? Bad design?
Mobile vs. Laptop • Use this data to make better
decisions about media choices

Downloads, Likes, etc. • Determine why people engaged

Media Type • Understand the preferences and

respond
Insights
Strong
preference for
video
High mobile
Most active usage
Fridays at noon
Most active Text format
Monday preferred
morning

Strong
preference for
video
Kabbage?

Spike in intranet L&D interviews senior

searches for the analyst on the
term “Kabbage” implications

“Kabbage” is the An article on how

name of a FinTech to handle calls and
small loans customer questions
provider. It just about “Kabbage” is
secured a $250M published
investment
Your platform should be a stethoscope,
not a megaphone.
 New
Operating
Model

Stakeholder Performance
Management Consulting

Learning
Tech
Stack
Data-driven
New L&D
Learning
Skills
Design

Content
Strategy
Content Strategy
Performance Consulting on steroids
But how do you actually transition
from courses to resources?
You Can’t Treat
Everything
With
Antibiotics

…or e-learning
modules
New
Prescriptions
New Modalities
Videos
Articles
Podcasts
Infographics
eBooks
Interactive PDFs
Apps
 Media Selection Matrix
Degree of Change
High

Course

High Low
Aptitude

Low
 Media Selection Matrix
Degree of Change
High

Course Whitepaper
How-To

Social
High Low
Aptitude

Video Infographic

Low
Reprioritisation
▪ 30% allocated to “Big Rocks” projects
▪ 70% to proactive and responsive to the business
▪ New Triage Role:
▪Daily review of emerging and existing requests
▪Those with bigger business impacts go to the front of the line
 New
Operating
Model

Stakeholder Performance
Management Consulting

Learning
Tech
Stack
Data-driven
New L&D
Learning
Skills
Design

Content
Strategy
New L&D Skills
New L&D Skills

Performance Consulting
1
Data Science
2
Marketing
3
Journalism
4
Community Engagement
5
6
Experience Designers
 Things you can do
 Make friends with IT & Marketing
 Hire interns and non-L&D people
 Read Lori’s ebook (www.lori.ca)
 L&D can be reskilled too!
 CK Academy
 Learning & Performance Institute
 Providers are your friends! Augment your L&D
by choosing the right partners.
 New
Operating
Model

Stakeholder Performance
Management Consulting

Learning
Tech
Stack
New L&D Content
Skills Strategy

Data-Driven
Learning
Design
Stakeholder Management
Stakeholder Management
Challenges:
▪ New set of metrics
▪ Lack of predictability
▪ No more order taking
▪ Lack of fixed delivery dates
How to Manage:
▪Demonstrate increased
engagement levels
▪Track resource allocation
against output
▪Be transparent about
“emergencies”
New Conversations
▪ More proactive
▪ Come to the business with evidence of need
▪ Data to disprove or challenge learning requests; focus on what are qualitied needs
▪ Align priority requests with business goals
▪ Guide the business towards achieving maximum ROI…don’t just measure logins
▪ Remember: data is your superpower!
Hierarchy of Value
Measurement of Value/Outcome Example
Acquired competency leads
DIRECT FINANCIAL ROI
to a direct increase in sales

VALUE SPECIFIC TO USE Learners demonstrate competency

Value

CASE as a result of completed learning

ENGAGEMENT WITH USE Learners engage with use cases
CASE designed to develop competency
ENGAGEMENT WITH Learners log in to the platform
PLATFORM

Success Methods
Limited, 2019
 New
Operating
Model

Stakeholder Performance
Management Consulting

Learning
Tech
Stack
New L&D Content
Skills Strategy

Data-Driven
Learning
Design
Any questions?
Amanda Nolen

Connect with me on LinkedIn

Twitter: AmandaJNolen
Lunch Break
12:00 – 12:45
 Bas Horstink
Learning Solutions
Consultant

Demo CKConnect

Bringing HILL to life

Thank you!