2020年职场学习报告.pdf

4th Annual 2020 Workplace Learning ReportL&D in a new decade:taking the strategic long viewContentsIntroduction 3L&D continues to garner both budget and buy-in 4Industry standards for measuring impact and engagement have yet to emerge 14Tap managers to drive engagement and create a culture of learning 21Digital transformation is catalyzing an upskilling and reskilling revolution 30Final thoughts 42Methodology 43Acknowledgements 44About LinkedIn Learning 4522020 Workplace Learning Report We asked L&D pros,people managers,and learners globally about their priorities,challenges,and what really inspires them to learn.What we found may surprise you.After years of being under-resourced,L&D budgets are expected to con-tinue to growshifting from Instructor-Led Training(ILT)to online learn-ingand executive buy-in continues to build.Because of these factors,L&D pros are newly positioned as critical stra-tegic business partners key to growth and innovation.As we enter 2020,talent developers are focused on finding innovative ways to drive engagement,activate managers,and measure the business impact of learning.Simultaneously,they are looking ahead,preparing for the upskilling and reskilling revolution coming in the next 3-5 years,when digital transformation and automation are expected to have a greater impact on the workforce globally.One thing is for surethe stakes have never been higher for getting it right.In this report,we will explore the answers to four questions:Youll also hear from learning leaders from Kraft Heinz,Verizon,MGM Resorts International,Kelloggs,LinkedIn,and Novartis who share how they are harnessing these trends to drive engagement today and develop the skills needed for tomorrow.Introduction1.How are learning leaders resourced to scale learning and engage executives to create a culture of learning?2.How do L&D pros measure the impact of learning and define learner engagement?3.What can talent developers do to transform managers into learning champions?4.How are your peers upskilling and reskilling employees to prepare for whats ahead?32020 Workplace Learning Report L&D continues to garner both budget and buy-in42020 Workplace Learning Report It wasnt that long ago when the L&D departments sole focus was com-pliance training.It is an incredibly important and necessary box to check.But over the last decade,the L&D discipline has become so much more.A leadership and management development engine.An onboarding pro.A master of Instructor-Led Training(ILT).An expert in scaling learn-ing across the organization by offering online learning programs.Most importantly,it has become a growth engine for career trajectories and meaningful business impact.Senior leaders understand the value that L&D delivers to their organi-zations.Thats why the constant struggle for budget and resources has diminished over the last few years.In fact,in the LinkedIn Learning 2019 Workplace Learning Report,only 27%of L&D pros cited budget constraints as a top concern,down from 49%in 2017.This years findings bring more good news about learning budgets.Consistent with previous years,L&D budgets and online learning investments are on the rise.More than a third of L&D pros globally are expecting their budgets to grow year over year(and its much higher in India);57%of talent developers plan to spend more on their online learning programs;and 38%expect to spend less on ILT.%of L&D pros who expect their budget to growL&D budgets continue to grow and shift to online learning201835%201943%202037%057%of L&D pros who expect to spend more on online learning globally%of L&D pros in India who expect budgets to grow72%Budgets continue to shift from ILT to online learning in 2020,helping L&D scale learning globally Online learning budgets increasing9%Spend less18%Spend the same57%Spend more ILT budgets decreasing38%Spend less 27%Spend the same21%Spend more255052020 Workplace Learning Report|L&D budget&buy-inSome say that the way we spend our time defines who we are.The same is true for talent developers.Based on survey results,they wear many hats with building and sourcing content being the biggest percentage of their time.The rest of their activities are a mix of both strategic and tactical activitiesfrom creating learning content to working with managers and executives.By having large libraries of content to help quickly curate and personalize learning recommendations,we expect that the time spent building and sourcing content will go down over time.How much time L&D spend on the following activities:We know that blended learning,or a mix of in-person and online learning,is foundational to many learning programs.Thats why we asked L&D pros how much of their time is spent managing their online learning solutions and in-person training.Based on data weve gathered over the last three years,we found that talent developers are spending more time on online learning and less on instructor-led training initiatives,indicating that online learning is playing a bigger part in blended learning programs.L&D pros spend most of their time building and sourcing content29%Building or sourcing learning programs and content17%Building and delivering compliance training16%Promoting learning programs to employees15%Identifying skills gaps15%Spending time with managers to identify learning needs10%Championing learning programs to executives57%57%of L&D pros report that they spend more time with online learning than they did three years ago.37%of L&D pros spend less time with instructor-led training than they did three years ago.37%62020 Workplace Learning Report|L&D budget&buy-inAccording to the 2019 PWC CEO Survey,“79%percent of CEOs worldwide are concerned that a lack of essential skills in their workforce is threatening the future growth of their organization.This compares to just 63%in 2014confirming that concern over skills has risen in line with the advent of new technologies over the past five years.”Our research is consistent with those findings.83%of L&D pros said that executive buy-in is not a challenge.Yet,its one thing to buy into a strategy and quite another to champion it across the organization.Heres where the opportunity lays.Only 27%of L&D pros report that their CEOs are active champions of learning,even though CEOs spend 20%more time learning soft skills than their employees.L&D has executive buy-in,but championship is the next big opportunityPercentage of L&D pros who state that executive buy-in is a challenge17%Percentage of L&D pros who use executives to encourage learning55%Percentage of L&D pros who said that executive buy-in is not a challenge83%Percentage of L&D pros who report that their CEOs are actively championing learning27%According to LinkedIn Learning data,CEOs spend 20%more time learning soft skills than the average learner.Percentage of learners whose executive team encouraged them to learn34%72020 Workplace Learning Report|L&D budget&buy-inTakeawayCreating and curating executive content is a great tactic to get your executives more engaged in actively championing learning.It also drives employee engagement.If your CEO teaches a course on leadership,your employees will be inspired to take that course because of proximity and relevancy.Your CEO is known to every employee and the CEOs leadership advice is relevant to the employees career advancement.LinkedIn Learning Course Communicating to drive actionAlexia Vernon helps you develop the mindset and skills needed to see results.How do you get your executives involved in learning?Watch course 82020 Workplace Learning Report|L&D budget&buy-inGiven that enterprises are generally more impacted by global economic shifts,digital transformation,and automation,it makes sense that executives at these larger companies understand and value the impact of learning.And,L&D leaders are leveraging these decision makers to champion learning in new and exciting ways.These executives in particular believe that closing skills gaps is an urgent business priority.Although the numbers are not as big,its encouraging that companies of all sizes are leveraging their executives to cultivate a culture of learning.L&D professionals at enterprise companies understand the power of the C-suite.Still,the numbers are much lower than expected,given the urgent need to upskill and reskill their workforce.To encourage learning across the organization,senior executives in enterprise companies are more likely to create mandatory learning.Executives in large companies are leading the way50%Small organizations(200 1,000 employees)51%Mid-market organizations(1,001 5,000 employees)60%Enterprises(5,001+employees)27%Small organizations(200 1,000 employees)29%Mid-market organizations(1,001 5,000 employees)38%Enterprises(5,001+employees)26%Small organizations(200 1,000 employees)28%Mid-market organizations(1,001 5,000 employees)36%Enterprises(5,001+employees)7525500Percentage of L&D professionals who leverage executives to champion learningPercentage of L&D professionals who stated that their executives believe that closing skills gaps is an urgent business priorityPercentage of L&D professionals who create corporate initiatives or executive mandates for employees to learn7525500752550092020 Workplace Learning Report|L&D budget&buy-in3 takeaways from the LinkedIn Learning Challenge”“At LinkedIn,our L&D team likes to dream big and try out new ideas to drive learner engagement.Last year,we hosted a LinkedIn Learning Challenge,a week-long,company-wide competition where each executives organization competed to be the team who learned the most.1.Build your internal marketing campaign around a big prize.Its important to have a visible prize that is truly a showstopperin our case,it was a giant,gleaming silver trophy that we could center our marketing campaign around.Our campaign included digital signage,videos of executives encouraging learning on their teams,and a video of the cup around our California campus that went viral.2.Executive championship effectively drove engagement.Guess what inspired employees to spend more time learning?Executives recommending specific online courses.For example,our CEO Jeff Weiner recommended leadership coursesincluding one of his own.3.Use data to encourage a friendly competition.During the competition,everyone wanted to know how their team was performing and whether they were inching closer to the top spot on the leaderboard.This led to teams at all levels having higher overall engagement.Heres what we learned:102020 Workplace Learning Report|L&D budget&buy-inThe LinkedIn Learning Challenge:By the Numbers(Compared to 2018 LinkedIn Learning Challenge Week)In 2019,we doubled each employees learning goalfrom 15 minutes to 30 minutesand blew last years numbers out of the water.Our Global Talent Organization took home the victory this year with an incredible 76%engagement across the department.We also saw most of our departments engagement increase,with the top three all achieving over 50%engagementa new record.44%53%50%365%more engaged learnersmore hours viewedmore courses viewedContent created internally by LinkedIn112020 Workplace Learning Report|L&D budget&buy-inKEVIN DELANEYVP of Learning&DevelopmentLinkedInL&D POV:12KEVIN DELANEYVP of Learning&DevelopmentLinkedInWhen it comes to activating executives,I approach them the same way I approach anyone else.I regularly ask them what they are learning and share with them what Im learning.By bringing this into our everyday conversations,it generates even more sharing,which has a multiplying effect.That energy is what inspires people to learn and helps create a culture of continu-ous learning.”We know that activating executives is a proven and powerful way to drive higher learner engagement.For example,in the LinkedIn Learning Challenge,the courses taught or recommended by our executives were the most watched in the library,hands down.”“132020 Workplace Learning Report|L&D budget&buy-in13Industry standards for measuring impact and engagement have yet to emerge142020 Workplace Learning ReportWhen we asked L&D professionals globally what their most import-ant area of strategic focus was for 2020,evaluating the effectiveness of learning programs topped the list.This is an interesting shift,given that the top strategic focus area of 2019 was to identify and assess skills gaps(which fell to the fourth spot this year.)Given that the top six focus areas had a distribution of only 10 percentage points,it%of L&D pros who identified their top 3 strategic prioritiesmeans that talent developers have a lot of priorities that are both urgent and important.Strategic areas of focus differ slightly based on region and country from increasing engagement in the United States to enabling self-directed learning in Germany,India,and Australia.Measuring the impact of learning is the top focus area for L&D in 2020Top strategic areas of focus globally:Top strategic areas of focus in different countries:Germany,India,and Australia:Enabling self-directed learning with online learning solutionsUK:Identifying,tracking,and closing skills gapsCanada:Evaluating the impact of learningUS:Increasing learner engagement38%Evaluating the impact of learning 35%Increasing learner engagement35%Enabling self-directed learning with online learning solutions32%Tracking skills gaps and development32%Activating managers to encourage employees to make time for learning29%Integrating learning into other talent programs40%20%0%152020 Workplace Learning Report|Measuring impact and engagementWhile the top strategic focus area for L&D this year is to measure the impact of learning,the survey data indicates that there isnt an industry standard.Talent developers rely on both quantitative data from online learning solutions and qualita-tive feedback from learners to prove the value of learning.The myriad ways to measure the impact of learning94%of employees say they would stay at a company longer if it invested in their learning and development.(Source:LinkedIn Learning 2019 Workplace Learning Report)TakeawayWhen it comes to metrics,explore the possibilities Course completions are the most common way of measuring an engaged learner.Explore a variety of ways to measure engagement,such as repeat visits,frequency of visits,or time spent learning.Ways that L&D pros measure the impact of online learningNumber of online courses completed38%Number of employees who consistently learn online35%Qualitative feedback from employees 43%Employee satisfaction 34%Qualitative feedback about behavioral change31%162020 Workplace Learning Report|Measuring impact and engagementDriving higher learner engagement is a consistent challenge for all talent developers,butas with measuring impact the industry has yet to converge on a true north metric for engagement.Surprisingly,nearly a quarter of L&D pros globally dont measure learner engagement.This underscores what we already know:measuring learner engagement is a hard nut to crack.A standa