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Claire Nevin - High performance learning organisations are achieving greater growth productivity, profitability and better enabling business transformation, and the performance gap between these organisations and the rest is widening - most are not leveraging the full potential of their learning strategies or activities.

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Claire Nevin - High performance learning organisations are achieving greater growth productivity, profitability and better enabling business transformation, and the performance gap between these organisations and the rest is widening - most are not leveraging the full potential of their learning strategies or activities.

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Outlines the steps needed to facilitate learning that will drive performance and and transformation in an organisation. Showing how learning innovation (when done well) can deliver business impact.

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Jenny Kirwan, Rachel Goshsker, Yasmin napier, Aoibhe Geraghty 

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Jenny Kirwan, Rachel Goshsker, Yasmin napier, Aoibhe Geraghty 

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The data used to support the claims of this report is The Towards Maturity 2017 BenchmarkTM research with data from over 700 global L&D leaders, and data from the Towards Maturity Learning LandscapeTM research, gathered online during 2017 from a sample of over 10,000 learners.

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High performing learning organisations see a 24% increase (on average) in productivity and performance as  a result of learning done well.

73% of 'Top Deck' organisations involve learners in the design of the most appropriate learning solution.

High performing organisations, managers encourage and make time for learning almost 5 times more than the average, and 26 times more than low performing organisations.

In 'Top Deck' organisations 91% of employees understand how their work is linked to the organisation's performance.

Between 40% - 70% of companies surveyed by London Economics indicated there was a minor and/or major impact on their productivity and performance due to a skills gap.

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Rachel Gosker, Yasmin Napier, Jennifer Kirwan, Aoibhe Geraghty -

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Rachel Gosker, Yasmin Napier, Jennifer Kirwan, Aoibhe Geraghty -

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The audience targeted is the learning and development industry. The thesis is proposing ideas and research figures on how they can redevelop and improve the industry as well as the companies structure and training provided to the employees to allow for the fullest potential of the companies development and expansion in the market.

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The report could be targeted at managers/ leaders within 'Average' and companies with low performance and productivity. Their interest in reading the report would be to understand how putting people as their first priority in executive level conversations and decision-making will drive genuine performance culture.

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Yasmin Napier, Rachel Gosker, Aoibhe Geraghty and Jennifer Kirwan

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Yasmin Napier, Rachel Gosker, Aoibhe Geraghty and Jennifer Kirwan

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Changing the nature of work -

This is a fresh approach in the learning and development stage as it is changing the way we work.

Leadership role -

Leaders that are higher up need to act like role models for those who need learning needs and more learning opportunities

Learning and development -

L&D data insights and learning solutions work in various formats which would include videos, podcasts and blogs

Increases in productivity and performance -

A high preforming learning organisation has a 24 percent increase through learning strategies

Setting goals -

Clear vision and empower people to work together and achieve any goals that they face

Business collaboration -

L&D teams in a high performing business that may collaborate and review programs to complete all company goals

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Jennifer Kirwan, Aoibhe Geraghty, Rachel Gosker, Yasmin Napier 

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Jennifer Kirwan, Aoibhe Geraghty, Rachel Gosker, Yasmin Napier 

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This report explores how organizations who implement newer business models which focus on a fresh approach to performance and productivity are proving to become more and more successful. The report mentions that L&D teams must revolutionise their approach and a change in learning culture is essential. It highlights the need for change in L&D in organisations and describes how older business models are no longer as effective due to the constantly changing nature of workforces. The report explains steps an organisation can take to facilitate a more effective approach to L&D

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1.Innovation can deliver business goals and objectives.
2.This report highlights high performance practices can influence high performance and productivity.
3. Learning analytics can impact growth, profitability,transformation,
productivity.
4.Utilization of learning technology can deliver learning and training objectives.
5. Defined performance support can deliver individual developers goals.
Evelyn

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Its about high performing learning organisations and what the organisation is doing to achieve improvements in productivity and performance.

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Evidence comes from the "Towards Maturity 2017 BenchmarkTM research" with analysed data from over 700 global L&D leaders, reported in the transformation curve. Data was also gathered online in 2017 from over 10,000 learners from the Towards Maturity Learning LandscapeTM research.

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The target audience for this report is the L&D teams and business leaders. This report states that putting their people first in decision making and conversations will improve productivity and performance

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Out of 10,000 learners, only 14% have experienced blended learning

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Report 'Towards Maturity 2017 Benchmark' research confirms
1. 91% of L&D business leaders recognise learning interventions.
2. 91% employees understands how work links to organisations performance.
3. 55% of Top Deck organisations increase performance and engaged in driving learning.
High performing organisations correlate data and information to improve delivery of services.
1. 62% collect data routinely to which learning points reviewed.
This impacts the organisations business objectives of achieving goals in delivery and design.
2. 50% of Top Deck companies focus on learning analytics to deliver support learning. Top Deck uses technology to improve job performance and productivity.
Organisations use defined performance practices to continual learning.
3. 76% use defined performance support practices to support learning transfer after formal learning.
4. 88% business objectives are aims of learning discussed on individual basics.

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This reports focuses on audiences from Human Resources, learning & development practitioners, HR Recruiters, Senior L&D professionals, L&D Managers. Towards Maturity 2012 Benchmark report highlights shared vision and collaboration are two key motivators in delivery of Learning and development programmes. Innovation is a key motivator in performance improvement. Virtual environments enables fluid exchange of knowledge to adapt of competence.
1. 76% companies use media in delivering of learning design.
2. Motivating Teams by collaborating by working cooperatively and build engagement.

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Key Findings
1. High performing learning organisations  use learning analytics to improve delivery of service to employees.
2. 79% draw on business expertise to support learning (marketing, data analytic experts) 38% average, 11% bottom quartile).
3.Towards Maturity Benchmark 2012 highlights shared vision and common purpose of stakeholders, L&D, managers, senior executives collaborate business strategies into learning strategies to support the organisations learning outcomes.
4. 38% of Top Deck organisations improve talent strategies to hire the right employees.
5. Benchmarking accelerates business results and measures quality of performance.

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The In-focus Report outlines the importance of the maintenance of performance and productivity in a rapidly changing workplace through appropriate and current learning and development tactics. It involves the ability of managers to adapt to and facilitate employee needs which have been modernised by globalisation and technology. Including them in the decision-making process and acknowledging their needs ensures effective learning and development tactics will be established and will therefore aid performance and productivity levels.

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Evidence has been gathered by Towards Maturity from  over 700 global high performing organisations  which place emphasis on learning and development. These organisations have been investigated and the reasons for their increase in productivity and performance levels have been analysed. Reasons include a balance between various aspects of the work carried out by different roles within a business such as rules, regulations and procedures and creativity, and innovation. Learning and development improvements have produced significant increases in the problem solving, innovation, productivity, performance and learning abilities of employees of every rank.

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Business leaders and Learning and Development practitioners are the intended audience for this report. It emphasises the importance of the correct type of learning which would increase performance and productivity levels in their organisations. The statistics behind the increase in performance and productivity levels and the changes required to achieve them aim to motivate leaders and practitioners to implement changes in a manner which is inclusive of employees.

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Claire - The information for the report is taken from The Towards Maturity 2017 Benchmark Research with data from over 700 global L&D leaders, reported in the Transformation Curve and data from the Towards Maturity Learning Landscape Research, gathered online during 2017 from a sample of over 10,000 learners 

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Claire - The information for the report is taken from The Towards Maturity 2017 Benchmark Research with data from over 700 global L&D leaders, reported in the Transformation Curve and data from the Towards Maturity Learning Landscape Research, gathered online during 2017 from a sample of over 10,000 learners 

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Claire - It's for individual managers, business owners and L&D teams to see in the research done, the evidence base for the characteristics and steps needed to facilitate learning that will drive performance and transformation 

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Claire - It's for individual managers, business owners and L&D teams to see in the research done, the evidence base for the characteristics and steps needed to facilitate learning that will drive performance and transformation 

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I found that the data from the learner landscape research highlighted that people value being in control of their learning, both in terms of timing and location. Important to them is support and encouragement particularly coming from managers and that those afforded such flexibility and support often go above and beyond the call of duty.   The risks of not building high-performance practices into your workplace is decline because in a highly competitive world, high performing organisations are gaining more and more competitive advantage, increasing market share, monopolising on opportunities and shaping workplace culture. the opposite can be the case for low performing organisations.

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The main thesis presented is that high performance learning organisations are seeing an increase in productivity and performance because of learning done well. This article outlines the main steps needed to facilitate that learning such as setting goals, empowering people, building ownership and getting there smarter.

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Reports from the “Towards Maturity 2017 Benchmark” research are used to support the claims. The report is full of statements and statistics that support these claims including that top deck organisations have on average increased their performance by 24% and that 85% of senior managers in top deck companies demonstrate a commitment to learning, for example. Over 700 global L&D leaders participated in the 2017 study. Data was also gathered from over 10,000 learners in the Towards Maturity Learning Landscape research gathered online in 2017 also.

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The intended target audience for this report is for business managers, L&D teams and human resource recruiters. This report might interest them as it provides them with the research and goals that will improve their organisations performance.