Moving Beyond LD Steps Toward Organizational Capability Mark

Bersin & Associates Membership Highlights Helping you drive business performance through proven people strategies: § Get Smart Fast § Rely on Credible Benchmarks Human Resources Leadership Development § Communicate Effectively § Implement and Measure Learning & Development Talent Acquisition Talent Management Copyright © 2012 Bersin & Associates. All rights reserved. Page 2

Proven People Strategies for Exceptional Business Results What. Works® Membership 500 blue chip members Trusted Content Research-based models, frameworks and tools Bersin. Insights The first information platform for HR, talent and learning Copyright © 2012 Bersin & Associates. All rights reserved. Page 3

Bersin. Insights™ Find it Fast: Personalized and Integrated Over 500 HR, talent and learning terms – constantly updated Over 800 expert questions and answers, user-rated Personalized! Constantly updated research and the filters to find just what you need Personalized! Easily find the research you read recently and your favorites Personalized! Over 300 solution providers profiled in a searchable database Searchable, industry leading blogs Upcoming webinars and events Personalized! Recently asked expert questions Personalized! Copyright © 2012 Bersin & Associates. All rights reserved. Page 4

What. Works Research Best Practices Linked to Business Results to Build Your Business Case

What. Works® Models and Frameworks: Business-Oriented and Easy to Communicate Maturity Models Leadership Strategy Leadership Competencies/Capabilities Curriculum Design Solutions Development Management Leader Audiences Emerging Front-Line Mid-Level Senior High Executives Leaders Potentials Leadership Development Strategy Curriculum Delivery Formal Measurement Organization, Governance & Frameworks Informal Portfolio Strategy Infrastructure Leadership Brand Leadership Culture High Impact Research Factbooks Copyright © 2012 Bersin & Associates. All rights reserved. Page 6

T&D Is the Top Global Strategy for Dealing with Shortages 52% of U. S. firms report difficulty filling positions Source: Manpower, “ 2011 Talent Shortage Survey Results. ” Copyright © 2012 Bersin & Associates. All rights reserved. Page 7

Increasing Specialization § We need career development in all critical job roles S” ME R OR PE RF IG H Senior Specialists Middle Management First Line Management Functional Specialists / Front-Line Employees “H § Deep skills come from a range of developmental experiences The Experts ” LS § Deep skills developed through “deliberate practice” and reinforcement TIA EN Senior Management T PO § Specialization improves quality and reduces cost H Top Management IG “H § Expertise drives competitive advantage Back Office, Operational, Contingent Employees High Performing Organizations Understand This Copyright © 2012 Bersin & Associates. All rights reserved. Page 8

Top Talent Priorities for 2013 High Preparedness High Importance High. Low Preparedness Importance High Preparedness Low Importance Developing Job Profiles Internal Peer Networking Analyzing Job Requirements PM Process Preparedness Handling Retirements Manager Interview Skills Diversity & Inclusion Deep Specialization Redefining HR Roles Sourcing/Managing Contingent Workforces Understanding Global Culture Localizing HR Service Model Forecasting Future Talent Needs Wellness Programs Employee Referral Programs Talent Mobility Across Regions Meeting Multigenerational Needs Leveraging HR Metrics Culture of Internal Mobility External Peer Networking Low Preparedness Importance Low Preparedness Global Awareness and Fluency Global Business Acumen Sourcing Talent in Emerging Markets Importance Building a High Impact Learning Organization Retaining Key Employees Leadership Bench Strength Identifying Talent Gaps Filling Talent Gaps Manager Capabilities to Develop Employees Workforce Planning Global HR Service Model Blending Social into HR Programs Manager Capabilities to Drive Employee Performance Promoting Career Development Focus on Learning, Leadership, and Planning Low. High Preparedness Importance High Importance Low Preparedness Copyright © 2012 Bersin & Associates. All rights reserved. Page 9

High-Impact Learning Organization® Maturity Model Methods Expertise Levels Leadership Problems to Be Solved Level 4: Organizational Capability Source of Business Performance Capability & Learning Agility Executive Driven | Cultural & Systemic Focus Level 3: Talent & Performance Improvement Source of Talent Development & Performance. Consulting | Integrated with HR/TM Improving Alignment | Process & Tech Focus Level 2: Training & Development Excellence Source of Designed Instruction | Evolving Governance & Operations Improving L&D Core Processes | Program Focused Level 1: Incidental Training Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused Copyright © 2012 Bersin & Associates. All rights reserved. Page 10

Three Essentials Cultivate Learning Culture Master Measurement IMPACT Master Content Copyright © 2012 Bersin

High-Impact Learning Culture® Model Business Outcomes Learning Culture Building Encouraging Trust Reflection Learning’s Enabling Knowledge Value Sharing Demonstrate Empowering Employees Formalizing Learning As Process Learning Agility Innovation Employee Productivity Leadership Management Ability to Learn Motivation to Learn Acquisition + Application of Knowledge and Skills Customer Satisfaction Customer Responsiveness Customer Input Cost Structure Time to Market 40 Practices of a High-Impact Learning Culture® Market Share Workforce Expertise Copyright © 2012 Bersin & Associates. All rights reserved. Page 12

Bersin & Associates HILO Maturity Model Organizational Capability Development Talent and Performance Improvement Training & Development Excellence Incidental Training & Job Preparedness Learning Culture Learning Measurement Empower and Encourage Reflection Focus on Company Performance Ensure Learning as a Process Master Efficiency and Alignment Demonstrate Value of Learning Evaluate Specific Programs Create Culture Unwittingly Use Few Metrics, Perhaps Level 1 Copyright © 2012 Bersin & Associates. All rights reserved. Page 13

Vestas & Achievement-Based Learning Using Game Mechanics to Drive Motivation and Knowledge Sharing § 1) Shift focus from what employees learn to what they achieve § 2) Give the learner clear goals, combined with recommended learning components § 3) Reward individual learner achievements and make them visible to other learners § 4) Force learners to share what they learn and how they learn § 5) Make the tool extremely simple for the Problem Owner to use. Copyright © 2012 Bersin & Associates. All rights reserved. Page 14

Beyond L&D Who Meets These? How? All Learning Needs L&D Copyright © 2012 Bersin

Questions? § Visit Bersin & Associates at www. bersin. com § Download our High-Impact Learning Organization Maturity Model at http: //marketing. bersin. com/MASIE_10_21_12_Attendee. D ownload. html § See us on Twitter at: § @Bersin § @TWgy Copyright © 2012 Bersin & Associates. All rights reserved. Page 16