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Learning Design and Development

Matching knowledge with business needs


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The same market forces that are driving business in new directions—evolving technologies, emerging markets, changing business priorities, increasing regulations (and the resulting risk)—are also driving corporate learning. Adapting to these new realities depends on having a ready, able, knowledgeable workforce. Traditional forms of instructor-led, classroom learning are often not sufficient to address today’s business challenges or the demographic shifts in the workforce (generationally, geographically, and culturally). Instead, learning designs that offer a blend of experiential and structured learning, mapped to tangible business needs and outcomes, have been demonstrated to more effectively build and sustain the talent that can help companies achieve results.

More than ever, learning design and development leaders need to think strategically to address the key competencies and skills required for their workforce to be effective. It’s no longer enough to deliver highly-rated and well-attended programs; learning interventions need to lead to business outcomes. This means getting smart at investing in programs, such as scenario-based learning and blended learning approaches that create linkages between business goals and learning investments. Learning programs need to be both practical and cutting edge, while keeping in mind the audience as well as delivery platforms. Learn more about the offering.

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Meet our people

  • Bill Pelster, Principal, Deloitte Consulting LLP
  • Jennifer Stempel, Senior Manager, Deloitte Consulting LLP
  • Joshua Haims, Senior Manager, Deloitte Consulting LLP
  • Ankur Walunjkar, Senior Manager, Deloitte Consulting LLP

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Learn more about the offering

The same market forces that are driving business in new directions—evolving technologies, emerging markets, changing business priorities, increasing regulations (and the resulting risk)—are also driving corporate learning. Adapting to these new realities depends on having a ready, able, knowledgeable workforce. Traditional forms of instructor-led, classroom learning are often not sufficient to address today’s business challenges or the demographic shifts in the workforce (generationally, geographically, and culturally). Instead, learning designs that offer a blend of experiential and structured learning, mapped to tangible business needs and outcomes, have been demonstrated to more effectively build and sustain the talent that can help companies achieve results.

New delivery methods. In particular, interactive media platforms have changed the landscape of possibilities for learning design. Social media (i.e., mobile apps) can share information in new and exciting ways — resulting in a more engaging learning experience for the global, virtual workforce. Creating system-based learning, writing assessments in a gaming format, and providing supplementary content based on the specific needs of the learner are just a few of the learning delivery methods organizations should be discussing today.

Higher impact. Many emerging technologies can also increase the impact of training by creating individualized and customized learning experiences. Cloud computing; for example, has enabled learning collaboration across geographies. At the front end, gaming and dynamic response technology can now be integrated to customize the learning experience to an end user’s development needs. At the back end, individual and group learning data can help inform organizational learning needs. Virtual learning tools are available that integrate well with performance management systems and learning management systems. These technologies help control costs while integrating vast networks of HR delivery and IT architecture.The perennial question, “But does our investments in training really pay off?” can be more easily answered. Now, thanks to advances in analytics, the learning organization has the ability to measure learning results and integrate learning and performance measurement..

How we can help

More than ever, learning design and development leaders need to think strategically to address the key competencies and skills required for their workforce to be effective. It’s no longer enough to deliver highly-rated and well-attended programs; learning interventions need to lead to business outcomes. This means getting smart at investing in programs, such as scenario-based learning and blended learning approaches that create linkages between business goals and learning investments. Learning programs need to be both practical and cutting edge, while keeping in mind the audience as well as delivery platforms.

Our learning professionals understand the past, present, and emerging future of organizational learning and development. We have deep experience working with organizations to assess their learning needs and chart a clear, attainable path for developing talent to support the business. And we can help you travel that path in a way that fits the realities of your learners, timeline, technology infrastructure, and investment parameters.

We can help you pinpoint your desired business outcomes at the front end of learning creation, accelerate the design and development process, and determine how you’ll measure results at the back end. We offer broad instructional systems design (ISD) as well as targeted e-learning/web-based training, virtual classrooms, and instructor-led training to suit your content and learners. We can develop and integrate content with your current or new Learning Management System, and develop and deploy performance support applications (online help) and multilingual, localized content and translation.

Bottom-line benefits

An effective learning strategy can help our clients generate benefits such as:

  • Learning that supports and enables business strategies because it was developed around those strategies
  • Learning that’s more likely to resonate and “stick” with learners because it fits the geographic and demographic realities of your business and people
  • More consistent workforce competencies across geographies due to more targeted learning
  • Enhanced risk management through learning programs that measure the impact they have on behavioral change and compliance with changes in the regulatory environment
  • Stronger talent retention and attraction due to opportunities for personal and professional growthHow to create more value now

How to create more value now

Embrace the new formula. Learning is predicted to include only 10 percent planned, formal learning and 90 percent informal, spontaneous learning on the job. On-the-job learning is characterized by “any time, any place, any pace, and any device.” Custodians of learning strategies need to embrace the new formula of learning if they are to equip employees for future roles.

Figure out skills and needs. It might be painfully obvious where your talent gaps exist, or it may take some deeper analysis to determine your bench strength—and weakness—for critical skills. Ask leaders (at all levels) what they feel their people are doing well and where they’re falling short. Are there clues in how particular departments, divisions, or business units are performing?

Understand learners and their needs. Many organizations include a mix of learners—some tied to their workspace, some constantly on the go, people with varying levels of technical savvy, a variety of language and cultural differences. To be effective, a learning solution has to be built around learner needs, so it’s imperative to understand your audience before leaning toward a particular approach or technology.

Consider what’s on the horizon. Are you planning to introduce major new initiatives, such as ERP or CRM systems, custom applications, and new technologies? Are you building new facilities or pursuing mergers and acquisition (M&A) activities? Consider how these impact learning needs—who’s affected and what you might need to create or modify to support the overall initiative as well as individual learners.

Think beyond training. Learning isn’t simply about training; it also includes things like stretch assignments, job shadowing, mentoring, coaching, action learning, and more.

Learning Design and Development in action

  • To advance the practice of health care, improve patient outcomes, and help current and potential customers succeed, a global health care manufacturer provides more than 80 e-learning and self-study courses to health care professionals on a custom learning platform. This competency-based training goes far beyond teaching about the company’s own products, covering a broad range of topics to help new and experienced practitioners become more proficient and run their practices effectively. In return, the company builds eminence, loyalty, and a more sophisticated and knowledgeable market base.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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