From Continuous to Collaborative —the New Strategy for Learning

Collaborating to Achieve Organizational Objectives

eBook

Continuous Learning is No Longer Enough........................................................................................................3

The Evolution of Learning..............................................................................................................................................4

Collaborative Learning: What Is It—and Why Does It Matter?........................................................................7

The Value of Collaborative Learning—for Everyone..........................................................................................9

Collaborative Learning for the C-Suite.................................................................................................................10

Collaborative Learning for L&D Teams.................................................................................................................12

Collaborative Learning for Employees..................................................................................................................14

How to Develop and Deliver a Collaborative Learning Strategy..................................................................16

Five Steps to Building a Successful Collaborative Learning Strategy.........................................................16

Strategic Areas to Start Implementing Collaborative Learning.................................................................19

Embracing the Modern Workforce Employee......................................................................................................21

Contents

2

Collaborating to Achieve Organizational Objectives

3

Continuous Learning—You’ve Heard About it a Hundred Times (Make That 101)

Continuous learning is critical to your talent management strategy—and your organization’s

bottom line. To that end, perhaps you’ve invested in a powerful learning management

system (LMS) and social tools, not to mention great content.

But something still isn’t working.

Sixty-six percent of learning and development (L&D) professionals say they still have trouble

getting employees to engage with corporate learning.1 And while employees say that

opportunities for development are a key factor in staying with their current job, “the

average knowledge worker spends just 1% of their time on training and development.”2

So what’s wrong?

Simply put, your current learning strategy is no longer enough. Read on to find out why.

4

of learning and

development (L&D)

professionals say

they still have trouble

getting employees to

engage with

corporate learning.1

66%The Evolution of Learning

The world of work has changed. But our learning methods are based on Industrial Age models.

It’s all too common: we still think about learning as a solitary,

individual endeavor. Until recently, workplace learning was

an isolated event. Job training experiences took place in a

classroom, outside the normal work environment. Though

despite being in the company of others, employees

experienced learning—listening, studying, taking

tests—alone.

But that’s not how e�ective learning takes place.

According to Jane Hart, founder of the Centre for Learning

and Performance Technologies, there are five stages of

workplace learning. Each stage moves progressively from

top-down control—dictated by the organization—to

bottom-up control, whereby employees drive their learning.3

Continuous learning is critical to your talent management strategy—and your organization’s

bottom line. To that end, perhaps you’ve invested in a powerful learning management

system (LMS) and social tools, not to mention great content.

But something still isn’t working.

Sixty-six percent of learning and development (L&D) professionals say they still have trouble

getting employees to engage with corporate learning.1 And while employees say that

opportunities for development are a key factor in staying with their current job, “the

average knowledge worker spends just 1% of their time on training and development.”2

So what’s wrong?

Simply put, your current learning strategy is no longer enough. Read on to find out why.

OF LEARNING & DEVELOPMENT

FORMAL INFORMAL

5 STAGES

5Collaborative

Learning

4Social

Learning

1Classroom

Training

2

E-Learning

3BlendedLearning

Jane Hart, Centre for Learning and Performance Technologies 5

6

The current learning trend is around “social” learning (stage 4).

Yet outside of the technology designed to facilitate it, social

learning isn’t that revolutionary. Useful, yes, but it’s still merely

a new tool used in the context of traditional L&D methods. In

fact, the first four stages are iterations of traditional workplace

learning structure. Any new developments in corporate

learning have been simply about adding new techniques to

the existing paradigm.

Collaborative learning creates a new paradigm.

As the fifth stage of learning, collaborative learning shifts

learning and development’s foundation from being

leadership-driven to employee-driven—though leaders retain a

crucial guidance role. Collaborative learning contributes to the

e�ectiveness of the organization in a holistic, symbiotic way.

Ultimately, collaborative learning allows learning and work to be not just interdependent, but unified.

Collaborative learning, according to Hart,

is learning “in the

flow of work [that is]

enabled, supported

and encouraged;

not designed

or managed.”3

7

Collaborative Learning: What Is It—and Why Does It Matter?

We need to rethink how we define learning. Traditional learning methodologies just won’t

work anymore with the speed of business, the global nature of our workforce, and the new

generation of employees.

Collaborative Learning is based on the premise that individuals learn more through sharing and social interactions than they would alone.

Employees not only learn from each other; they also experience deeper learning through

the exchange of information and the varied perspectives of their peers. Critical thinking

skills are also heightened and deeper relationships are built between team members.

8

According to Bersin, learners retain 5% of

what they hear, 10% of what they read, and 50% of what they

learn through discussion and interaction. In tandem with

direct experience—on-the-job learning—retention can soar

to 75% or more.4

Perhaps most critical for an organization’s productivity and bottom line, collaborative learning

improves knowledge retention.

9

The Value of Collaborative Learning—for Everyone

Collaborative Learning creates a culture of passion and purpose.

As hierarchies dissolve inside and outside the workplace and re-form as networks,

collaborative learning becomes an even more valuable tool in creating a deep, meaningful

workplace culture.

Collaborative learning is more than just a powerful tool in achieving overall organizational

objectives, such as engagement, productivity, and innovation. It’s also highly beneficial to

every stakeholder, from executives to L&D professionals to employees.

Collaborative Learning for the C-SuiteCollaborative learning delivers significant ROI in obvious—and less than obvious—ways.

A collaborative learning strategy has the potential to improve productivity and engagement,

increase innovation, and allow organizations to deliver more to stakeholders. But collaborative

learning’s value to the C-suite isn’t just about the obvious ROI. With collaborative learning, the

C-suite delivers four key benefits.

Harness the skills and knowledge of an entire workforce.

By extending learning into daily interactions, learners can share

experiences, stories, and tacit knowledge that is otherwise

di�cult to capture and deliver through formal learning programs.

Reduce reliance on costly outside expertise.

For too long, organizations have had to rely on expensive,

external consultants. In contrast, via a collaborative learning

strategy, the organization suddenly has access to tremendous

internal resources: employee knowledge, skills, and wisdom.

FOR

C-SUITE

10

Drive organization-wide collaboration—and solve problems faster.

Geographical boundaries, work schedules, and even

traditional hierarchies no longer have the power to limit

how an organization mines employee experience.

Collaborative learning enables the sharing, expansion,

and deployment of best practices from every corner of

the organization. As a result, work gets done faster and

more e�ectively.

Foster a culture of innovation.

A collaborative learning program creates the conditions

necessary for innovation: connection, feedback, and

inspiration. At a time when an organization’s new

services or products can be duplicated in weeks, the

capacity to innovate becomes the only sustainable

competitive advantage.

FOR

C-SUITE

11

Learn how to unify your entire workforce

Download Executive Brief

Collaborative Learning for L&D Teams

Collaborative learning enables L&D experts to play a stronger role in driving the success of the organization—and proving their worth as strategic partners.

Statistics are grim for hard-working L&D and HR professionals. Only 14% of L&D leaders

believe they’re seen as strategic partners in their organization, and 52% are viewed as

“mediocre” by senior leadership.5 Yet a collaborative learning strategy can give L&D and HR

teams a place at the leadership table.

Only 14%of L&D leaders believe they’re seen as

strategic partners in their organization, and 52% are viewed as

“mediocre” by senior leadership.5

FOR

L&D TEAMS

12

Transcend the role of facilitator and become curator, consultant, and expert.

With collaborative learning, L&D teams can guide the learning

process—a crucial role in collaborative learning strategy–by

using their innate people skills to nurture cohorts and teams,

and o�er significant input into creating the workplace culture.

More e�ciently deliver leadership training.

The use of cohorts within collaborative learning allows employees

to learn together while simultaneously providing ongoing leadership

training and alternating between being the teacher and the student.

Identify and develop successors faster.

With cohorts, HR leaders can also easily identify those who

may already be ready for new opportunities, via real-time

observation of an individual employee’s motivation, initiative,

and leadership skills within the cohort.

FOR

L&D TEAMS

13

Learn how to e�ciently deliver training

Download L&D Brief

Collaborative Learning Enables L&D Teams to:

Tap into employees’ desires for “lifelong” learning.

“Lifelong” learning is now a priority for every

generation, not just Millennials—as evidenced by the

proliferation and popularity of no-cost, online

learning forums such as Coursera, MIT’s community

education, and Kahn Academy.

Collaborative Learning for Employees

Collaborative learning helps employees be more productive, engaged, and passionate—about their careers and their organization.

Employees are capable of—and asking for—more from their employers. Studies show they

want to be engaged, they want to feel an intimate connection with the workplace, and most

critically, they want to experience learning as an integrated part of the work environment. Via

collaborative learning, organizations can:

FOR

EMPLOYEES

14

Drive engagement.

Collaborative learning allows employees to learn

continuously within the context of their jobs.

Employees are not only more likely to stay motivated,

but also to use learning to develop their careers within

the organization.

Create a purpose-driven organization.

Collaborative learning promotes loyalty and retention

by allowing employees to be experts in their own

sphere. Employees become true contributors,

collaborators, and investors in the organization’s

success.

FOR

EMPLOYEES

Learn how to drive employee engagement

Download Employee Brief15

How to Develop and Deliver a Collaborative Learning Strategy

Consider these Five Steps to Building a Collaborative Learning Strategy:

Demonstrate the potential value early on to gain buy-in and executive support.

Executives need to know that investments made now will

pay o� sooner rather than later. Start with the research,

and use both studies and peer results. Use ROI matrices

to show how collaborative learning can increase

engagement, productivity, and innovation.

1

16

Ensure alignment with business objectives.

Develop your plan with key stakeholders' broader

organizational objectives in mind. Connect with senior

management first to clarify which objectives are

paramount. Asking for their input also fosters critical

executive buy-in.

Create collaborative learning content, tools, and social networks.

Create learning opportunities that can be accessed at

any point during the training experience. Build

synchronous and asynchronous environments for

connection; design peer training modules and forums;

and expand micro-training opportunities. In addition,

prepare L&D teams for their roles as guides by keeping

learners engaged and accountable, moderating

discussions, and functioning as mentors.

2

3

17

4

5

Create cohorts to build leaders faster and nurture employee engagement.

Use cohorts to allow peers to learn together and

alternate managerial responsibilities. As these

responsibilities are exchanged, HR can quickly identify

those who demonstrate leadership potential. Cohorts

also improve engagement and accountability within

teams to ensure all members are meeting the

expectations of the group.

Leverage the right technology.

To facilitate all aspects of collaborative learning, and to

deliver both content and opportunities for connection,

you need the following tools: a unified LMS and a social

platform. Together, these solutions create a collaborative

environment that is accessible for all employees. These

tools also allow L&D teams to provide guidance—without

relying on external social platforms—and ensure access

to real-time tracking, reporting, and analytics.Learn how to unify your LMS and social platform

Let’s Talk18

Strategic Areas to Start Implementing Collaborative Learning

You understand your goals, have buy-in from the exec

team, and have great content. But it still seems

overwhelming. Here are 3 key areas where

collaborative learning can show measurable impact.

Focus on your future with leadership development.

Build formalized coaching and mentoring programs that

develop the skills of your high potential employees.

Assign mentors to cohorts of top performers and guide

them through personalized training, facilitate

collaboration around shared projects, and assess

progress to strengthen leaky leadership pipelines.

19

Ease Employee onboarding.

Personalize the onboarding process by delivering

targeted training and facilitating employee introductions

to increase interactions and opportunities to learn on

the job. Whether your goal is to acclimate new hires to

your organizational culture or transition employees into

new roles, tailored induction programs will help

employees acclimate and become productive faster.

Embrace and engage your remote workforce.

Create one space where your dispersed workforce can

access up-to-date information, resources and learning

needed to adapt to evolving organizational needs.

Teams, from sales to finance to marketing, receive

critical information, news, and training to keep pace

with industry and market requirements and trends.

20

Embracing the Modern Workforce Employee

Success today for any organization, in any industry, depends on a new breed of employee.

Employees need to be independent and inter-dependent, self-directed and team players,

eager to lead and to listen.

Yet developing this “modern” worker requires more than traditional—or even social—learning methods.

Instead, organizations must begin using collaborative learning strategies, learning that

unifies work and learning to harness employee knowledge, engage the entire workforce, and

solve challenges faster.

While creating a successful collaborative learning strategy starts with smart planning, its longevity relies on smart technology.

Tools that unify learning and communication, content and social networks, are crucial to both

making a strategy operational and ensuring ROI. With the right technology, organizations can

drive innovation, improve agility, and establish a culture that values both profit and purpose.21

Discover How Collaborative Learning Can Engage your Employees and Deliver Measurable Results.

Visit us at

csod.com/collaborative-learning/get-started

Used by more than 2200 companies worldwide, Cornerstone OnDemand is the only truly unified system

designed to enable comprehensive talent management, from one platform, with one login.

As a result, organizations can place more focus on engaging every employee while spending less time

managing multiple systems. Cornerstone helps organizations improve productivity and profitability by

delivering key insight into the entire employee lifecycle:

CORNERSTONE

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CORNERSTONE

RECRUITING

CORNERSTONE

ONBOARDING

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LEARNING

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1 Johnson, Dani; and Tauber, Todd. “Marketing Lessons for L&D.” CEDMA-Europe.org. Date published: Nov. 2014. Date accessed: Aug. 3, 2015.

http://www.cedma-europe.org/newsletter%20articles/Inside%20Learning%20Technologies%20and%20Skills/Marketing%20Lessons%20from%20L&D%2

0(Nov%2014).pdf

2 Cohen, Jordan; and Birkinshaw, Julian. “Make Time for the Work That Matters.” Harvard Business Review. Date published: Sept. 2013. Date accessed:

Aug. 3, 2015. https://hbr.org/2013/09/make-time-for-the-work-that-matters

3 Hart, Jane. “5 Stages of Workplace Learning (Revisited Again).” C4LPT. Date published: March 30, 2015. Date accessed: Aug. 3, 2015.

http://www.c4lpt.co.uk/blog/2015/03/30/5-stages-of-workplace-learning-revisited-again/

4 Josh Bersin. “Collaborative Learning: Formalizing Informal Learning.” Bersin. May 21, 2008. Page 4.

5 “Three Marketing Lessons for L&D.” Bersin. 2014.

© 2015 Cornerstone OnDemand, Inc. Empowering People

SourcesFrom Continuous to Collaborative — the New Strategy for Learning