Too often, L&D technology implementations promise so much and deliver so little. The word ‘transformation’ is used prior to launch but, due to lack of sustained engagement, driving traffic to justify the expenditure becomes the goal. In this episode of The Learning & Development Podcast, Lori and David talk about what it really takes to make large-scale, organisation-wide digital transformations successful.

KEY TAKEAWAYS

• L&D transformations today mostly depend on learning experiences not on business KPIs. This is the reason tech implementations are very hard to do inside the companies. Lori adds that before choosing any tech platform, it’s best to base it on the exisiting problems.
• Lori forms strategies rooted on what’s really needed in the business. She does this after evaluation. Will it target the KPIs? Is it revenue-generating? Is it regulatory?
  • She suggests using the software Workfront.
• There are many resources out there, but there will only be enough resources which create meaning and impact to the team. Learning should be about presenting content with nurturing, understanding, and connections.
• Use the data that already exists when designing better solutions. Observe ‘digital body language’ by analysing the online engagement of each individual so you can respond properly to their needs.
• Implementing the emerging technologies in the company does not remove the clasroom trainings. The existing learning strategy might be improved with some new implementations.
• Based on Lori’s observations, she sees a pattern in the companies management of L&D programs. One-third of them are on-board with L&D tech implementations and have high learnability scores, another one-third are on-board but they won’t get through, and the ones left are the traditionalists who won’t make it also.
• What are the main pitfalls that L&D fall into, in their best efforts to digitally transform?
  • They don’t start with finding the solutions.
  • They fall inlove with the platfomr before realising it’s gonna work.
  • They aren’t talking to the learners.
  • They don’t engage enough with the Chief Technology Officer.

BEST MOMENTS

• “It’s funny we find L&D teams themselves don’t initiate the change. It usually coming from pressure—they might be not meeting their sales or there might be new regulatory requests—whatever it is, it’s the external pressure that’s on them they now have to respond to. And, we try to get them back in control.”
• “We’re speaking to them like true business partners.”
• “The pressure on them to continue to learn maybe lies in being relevant and redundant.”
• “Fix the root problem.”

VALUABLE RESOURCES

• Workfront - https://www.workfront.com

ABOUT THE GUEST

Lori Niles-Hofmann is a senior learning strategist with over 20 years of L&D experience across many industries, including international banking, management consulting, and marketing.

Having held L&D leadership roles at KPMG and Scotiabank, Lori’s specialisation is large-scale digital learning transformations.

You can follow and connect with Lori via:

• Twitter: @LoriNiles
• LinkedIn: https://www.linkedin.com/in/lorinileshofmann/
• Website: http://www.loriniles.com/

ABOUT THE HOST

David James

David has been a People Development professional for over 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.

As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.

CONTACT METHOD

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/
• Website: https://www.looop.co/