robin fenner, american express - learning

GBT Value Story_English

The future of learning@American Express Global Business Travel

Robin Fenner, Global Director of Enterprise Learning

American Express Global Business Travel (GBT) is a joint venture that is not wholly owned by American Express Company or any of its subsidiaries (American Express). American Express Global Business Travel, American Express, and the American Express logo are trademarks of American Express and are used under limited license.


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Key numbers impacting our cultural transformation The start of our learning journey

102YEARS IN BUSINESS TRAVEL15YEARS AVERAGE TENURE46%VIRTUAL WORKFORCE120COUNTRIES~12,000EMPLOYEES WORLDWIDE

BLANK CANVAS TO CREATE OUR GLOBAL TALENT STRATEGY AND APPROACH

American Express Global Business Travel (GBT) is a joint venture that is not wholly owned by American Express Company or any of its subsidiaries (American Express). American Express Global Business Travel, American Express, and the American Express logo are trademarks of American Express and are used under limited license.2

QUESTION

Whats affecting the way in which you learn today?


our consumption of video continues to riselearners consume media for breakfast

Y? - Generalising Generational LearningThe misconceptions of todays mature learner


QUESTION

How do YOU prefer to learn?


Which of these do you consider to be the most valuable / useful ways of learning in the workplace?Knowledge sharing with your team

Web searching for resources (Google etc)

Conversations and meetings

Personal / professional networks

External blogs and news feeds

Content curated from external sources

Internal job aids

Company training / e-learning


88%

80%

79%

74%

57%

56%

45%

40%HOW DO PEOPLE PREFER TO LEARN TODAY?1Knowledge sharing with your team

Web searching for resources (Google etc)

Conversations and meetings

Personal / professional networks

External blogs and news feeds

Content curated from external sources

Internal job aids

Company training / e-learning1: Source: Jane Hart, 06 March 2017, Learning in the Workplace Survey completed by >3500 people in 54 countries. http://c4lpt.co.uk/litw-results/


The growing hunger for bite-size learningtodays learners need something different

FROMTOConcentrating on one information stream or object Ignoring outside stimuliLong focus timesPedalogical approach to learningPlanned, annual development planning conversationsMultiple information streams from both inside and outside the organisationShort focus timesLow tolerance for boredom and high need for stimulationReal time, snackable micro-learning , given in the learners moment of needSwitching focus continuallyDEEP ATTENTIONHYPER ATTENTIONWe are now living in a world where employees expect learning immediacy


SOCIAL LEARNING COMMUNITIES / BLOGS53% of employees are quickly able to put into practice their own self directed learning2SELF TEACHING VIDEOS & MOBILEPUSH > PULL

70 / 20 / 10model is helping organisations shift from a training mindset to performance mindset4KNOWLEDGE SHARING & COLLABORATIONGAINING KNOWLEDGE AND KNOW-HOW LIKE YOU WOULD OUTSIDE THE CORPORATE ENVIRONMENTKey learning trendsaffecting todays empowered learner

91% of employees are using mobiles to search for a solution to a work-related problem184% of employees are willing to share with others using technology2

+70% searches for how to on YouTube are growing each year188% learn more by finding things out for themselves rather than through face-to-face training375% Self-directed learners love to learn for personal development3

1Source: Think with Google, May 2015 | 2Source: Towards Maturity, p10, May 2015 | 3Source: Towards Maturity Benchmark Report 2015-2016 | 4Source: Jennings, C. Training Zone |


the future role L&D teams need to playEMBRACING THE SHIFT FROM PUSH TO PULLProactive learningConsultative curator of learningEnablers: Guiding our employees to what relevant learning is available Active engagement in learningResponsibility for learning and development rests with the employee

Reactive trainingTraining order-takersPrescribers: telling our employees what training to doTraining participationResponsibility for training rests with the organization

FROM PUSHTO PULL

L&D needs to become true curators of learning and help encourage the democratization of learning


To engage with todays empowered learner, prevent the spaghetti approachcreate a compelling brand for learning


21-Mar-17AXP InternalOUR VISION FOR LEARNING @GBT

We enable you to learn what matters, when it matters most, by empowering you to share knowledge with others, collaborate and take ownership of your own learning journey.

12The Future of Learning...is Personal


launching our vision for learningOUR STORY

Q. What do you think of this as a learning tool?

Q. Do you think you could benefit from thinking about your future vision for learning?

Q. What you can do to drive greater collaboration and sharing of ideas?



TRADITIONAL TRAINING DESIGN & DELIVERYINTELLIGENTLY CURATED LEARNING CONTENTBUSINESS RELEVANT, BLENDED LEARNINGTRADITIONAL TRAINING DESIGN & DELIVERYThe Owner Of Organisational LearningClassroom Training = LearningOverwhelming Volume Of ContentPush Learning CultureVision for LearningContent RationalisationStreamlined OfferingBite-size Learning Apply Design Thinking To Align Learning To Customer NeedsGovernance & AnalyticsSelf Diagnosis of NeedsInformal / Social / Blended / Simulations / Game-based / Learning PathsMarketing/Learning BrandUser Generated / Digitalised / MobileAutomated Diagnosis Of Needs Using Big DataIndividuals Responsible For Their Own LearningIntelligent Pull Learning Culturesetting our learning destinationTHE GBT LEARNING JOURNEY

PROACTIVELY BUILDING CAPABILITIES FOR THE FUTURECONTINUOUS, SELF-DIRECTED LEARNING CULTURE


introducing mission complianceGBT learning CASE STUDYWhat?A season of episodes, teasers, blog posts, intranet articles, posters, banners. centred around a theme

Top Tips:Be creative! Use story-telling and a core theme: use an engaging theme that resonates with the organisation. Make compliance BAU rather than an annual event. Develop a marketing campaign: creative concept, multiple learning interventions for continuous learning. e marketing program with materials that create early and ongoing engagement such as teasers, video introductions, email campaign


creation of a learner self-diagnosticGbt learning case study

What?A tool for employees to self-assess against our values & competenciesProvides personalised development profile report with recommended learning

Top Tips:Self-Diagnostic: trust employees to self-diagnose learning needs Values aligned: deepen awareness of your values and competences, strengthen organisational identity, provide direct links to suggested learning solutions and activities to support personal development planning


GLOBAL LEARNING IMPACTwhy measuring learning matters 23% Uplift in utilisation of learning assets1

65% of global employees participated in non-compliance, personal development learning170% of learners stated that they were able to apply their learning on the job within one month of completion3

57,062 Increase in learning completions in 2016 vs 20151

$2.35M USDCost saving to bottom line from content rationalisation2(2016 vs 2015)

We have seen a rapid increase in the use of bite-size video learning with over 45,000 views and average 3.5 views per user per monthAchieved an average 93% emp-sat for virtual training programs.

1Source: 2016 Global Business Travel L&D Dashboard | 2Source: 2016 Global Business Travel L&D Budget | 2017 3Source: Metrics the Matter data for Amex GBT | Global deployment of learning solutions included:Complete redesign of Compliance training, reducing impact to business operation by 90K hours Supporting virtual workforce with deployment of @virtual work trainingSuccessful rollout of values based learning program and self-diagnostic toolLaunch of new global tuition reimbursement programCreation of MDP and learning path for People Leaders18


CULTURE TRANSFORMATION TAKES TIMEIdentify opportunities to innovate & create a vision for learningApply design thinking to tap into customer needsDONT UNDERESTIMATE THE IMPORTANCE OF MARKETING L&Dre-invigorating your approach to L&D8 KEY Lessons learnedREMEMBER, THE FUTURE OF LEARNING IS PERSONALBite-size is the right-sizePROACTIVELY SUPPORT THE SHIFT FROM PUSH TO PULL LEARNING and measure impactREMOVE THE CLUTTER. BECOME THE INTELLIGENT CURATORS OF LEARNING12345678


THANK [email protected]


robin fenner, american express - learning

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