An investment and banking company needed a learning governance model that would enable them to quickly anticipate, address, and evaluate learning and development opportunities while providing employees with the resources to build the knowledge, skills, and experience they need to succeed in their careers.
Challenge
The client had originally engaged GP Strategies to help them select a learning experience platform (LXP). After exploring the client’s requirements, GP determined that technology alone would not meet the client’s needs and that a strong governance model was necessary to address the organization’s broader requirements. The new model would be used to create an optimized ecosystem in which technology was the enabler, not the solution.
To be effective, the new governance model needed to:
- Transition the organization from a push- to a pull-learning approach
- Illustrate skills-based growth
- Make measurable contributions to career development
- Enhance the learner/employee experience
Solution
GP Strategies developed the governance model through a series of 16 collaborative workshops that defined the client’s learning and performance priorities. This resulted in a three-year transformation journey that provides:
- A transition from push-to-pull-learning through a data-driven content strategy
- An integrated talent experience that supports employee development and career aspirations
- An agile operating model designed to keep pace with industry changes
- An enterprise-wide calendar for all regulatory and mandatory learning
- New roles, such as community and campaign managers, to proactively manage the experience
The new company ecosystem provides a skills-based learning approach that provides a safe space for learning, complete with assessments, incentives, and recognition opportunities. Additionally, the team created a supporting architecture to help (a) drive engagement and feedback, (b) provide new L&D metrics and skills models, and (c) create a data strategy linked to business outcomes.
Results
- A content audit that was integral to the development of the governance structure saved $600,000 annually in lost productivity by reducing the amount of wasted learning time
- The company experienced a 39% increase in engagement with existing learning content
- The new “assessment-first” approach saw an 84% reduction in annual training time
- By removing duplicate technology, the company anticipates saving $75,000 in license costs per annum
