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L&D Maturity Model Framework Guide

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30 views4 pages

L&D Maturity Model Framework Guide

Uploaded by

jbdy11
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

The L&D Maturity Model INTRO

Take L&D to the next level


Complete with KPIs, a self-assessment guide, and upskilling
resources, the L&D Maturity Model is a framework designed to
help you assess where your L&D function stands today and what
you can do to take it to the next level.

Your self-assessment results

1 LEARNING STRATEGY

LEARNING METRICS 7 2 LEADERSHIP ALIGNMENT

TRAINING PROCESSES 6 3 SME COLLABORATION

LEARNING NEEDS 5 4 LEARNER ENGAGEMENT


IDENTIFICATION
The L&D Maturity Model PAGE 1

Reactive Proactive Impacting Strategic Transformative

Learning strategy

Informal strategy: undefined, typically Generic strategy: defined at the L&D Employee-oriented strategy: the L&D Business-oriented strategy: the HR Skills-based learning strategy:
centered around one core use case, level, centered around all core use strategy drives core use cases while and L&D strategies are developed and defined at the organizational level,
and designed for L&D to receive and cases but no business use cases, and some business units define specific aligned to the business strategy. They centered around core, business, and
fulfill requests. designed to keep the business learning use cases to improve are centered equally around core and skills use cases, and designed to
operating at status quo. performance and growth within their business use cases, and designed to develop workforce resilience,
Typically covers 1 core use case teams. drive progress with strategic business readiness, and mobility.
Compliance Typically covers 1–3 of the following initiatives.
core use cases: Compliance , Global Typically covers 1–3 of the following Typically covers all 3 of the following
onboarding , Employee and core use cases: Compliance , Global Typically covers all 3 of the following core use cases: Compliance , Global
KPI: 1 core use case covered
leadership Development onboarding , Employee and core use cases: Compliance, Global onboarding , Employee and
leadership Development onboarding , Employee and leadership Development
KPI: 1–3 core use cases covered leadership Development
Typically covers 1–3 of the following Typically covers 3+ of the following
business use cases: Sales Typically covers 3+ of the following business use cases: Sales
enablement, Partner/customer business use cases: Sales enablement, Partner/customer
training, Field training, Software enablement, Partner/customer training, Field training, Software
training, Functional onboarding training, Field training, Software training, Functional onboarding
training, Functional onboarding
KPI: 1–3 core and 1–3 business use Typically covers 1–3 of the following
cases covered KPI: 3+ core and 3+ business use skills use cases: Leadership model,
cases covered Functional upskilling, Functional
reskilling

KPI: 3+ core, 3+ business, and 1–3


skills use cases covered

Leadership alignment

There is no alignment between L&D Leadership views L&D as a support Some business leaders are aligned All executive leaders see L&D as a Leadership relies on L&D to drive
and leadership. L&D is considered a function, not a strategic business with L&D and partner with them on strategic business partner, working organizational performance through
cost center. partner. training needs and use cases. with L&D to identify opportunities continuous upskilling and reskilling.
where training can advance key The department is held in high regard
KPI: Leadership does not meet with KPI: Ad-hoc meetings between L&D KPI: Yearly meeting between L&D and initiatives. and is invested in accordingly.
L&D and leadership business leadership
KPI: Quarterly meetings between L&D KPI: Monthly meetings between L&D
and business leadership and business leadership

SME collaboration

Internal SMEs share knowledge L&D has minimal visibility into internal There is an ongoing yet unstructured L&D has designed a systematic way to SME collaboration is a pillar of the L&D
ad-hoc, but there is zero visibility on SMEs and only leverages them for effort to identify internal SMEs and identify, collaborate with, and reward strategy, and internal SMEs play a
internal SMEs inside the organization. top-down training initiatives. collaborate with them on course internal SMEs who participate in critical role in upskilling and reskilling
creation. course creation. initiatives.
KPI: 0% of courses created with SMEs KPI: <5% of courses created with
SMEs KPI: 5–25% courses created with KPI: 25–50% courses created with KPI: >50% courses created with SMEs
SMEs SMEs

Learner engagement

Learners have no awareness of the Engagement is inconsistent. Most Learners are engaged in training and Engagement is consistently high. All Learner engagement is woven into the
organization’s approach to training, learners only participate when it’s expect it for core use and business employees have a personalized culture of the organization.
leading to hardly any engagement. necessary to fulfill mandatory training cases, technical skills, and learning plan based on their current Continuous upskilling and reskilling is
requirements. performance improvement. Many positions, the majority of learning second nature to learners, who see
Training is typically: Top-down learners voluntarily connect to the happens in the flow of work, and L&D as a critical value-add for
Training is typically: Top-down, platform to seek out additional learners see the impact training has on improving their performance, growing
Off-the-shelf upskilling resources. them and the business. their skills, and furthering their
KPI: <10% monthly active learners
careers.
Training is typically: Mostly top-down; Training is typically: Targeted,
KPI: 10–20% monthly active learners
some SME-supported, Mostly Relevant, Personalized, Self-directed, Training is typically: Targeted,
off-the-shelf; some unique to the SME-supported, Delivered and Relevant, Personalized, Self-directed,
organization, Some cohorted engaged with in the flow of work, SME-supported, Delivered and
programs Aligned with learners’ current roles, engaged with in the flow of work,
Focused on solving current business Aligned with learners’ current roles,
KPI: 20–30% monthly active learners problems career paths, and goals, Focused on
solving current and future business
KPI: 30–40% monthly active learners problems, Skills-based

KPI: >40% monthly active learners


The L&D Maturity Model PAGE 2

Reactive Proactive Impacting Strategic Transformative

Learning needs identification

There is no defined approach to Learning needs are periodically There is a systematic approach to L&D collaborates directly with c-suite Learning needs are identified via a
identifying learning needs. L&D collected from c-suite leaders and regularly collecting learning needs leaders, business line managers, and holistic, data-driven approach based
focuses on mandatory training and business line managers. L&D also from c-suite leaders, business line employees to assess learning needs on organizational priorities,
occasionally receives top-down receives ad-hoc requests from managers, and employees. and understand objectives. There is a performance objectives, career paths,
requests from c-suite leaders and employees. transparent backlog of learning and skills requirements.
business line managers. Learning needs are prioritized based needs.
Learning needs are prioritized based on: L&D resources Learning needs are prioritized based
Learning needs are prioritized based on: Seniority of the person making the Learning needs are prioritized based on: Organizational priorities, Closing
on: Seniority of the person making the request KPI: 10–20% training based on on: Expected business impact skills gaps, Workforce development
request peer-based learning needs
KPI: 0–10% training based on KPI: 20–30% training based on KPI: >30% training based on
KPI: 0% training based on peer-based peer-based learning needs peer-based learning needs peer-based learning needs
learning needs

Training processes

There is no LMS to support training. Training is offered via a generic One system exists for managing Most training is cohort-based with One platform with LMS, LXP, and
Everything is done manually, training is provider. Everything is done manually training and reporting, but enrollment, SME-supported content via a learning skills-based learning capabilities
sourced independently by and AI is only used ad-hoc to create re-enrollment, and certifications are platform with LMS and LXP powers all training processes. Training
department and limited to SCORM some courses. manual. Training is a mix of generic and capabilities. The majority of manual consists of bespoke content that is
courses, and AI is not used to enhance SME-supported content, and AI is tasks are automated and AI is used to SME-supported and contextualized to
the learning strategy. Automation and AI adoption: <25% of occasionally used as an experimental deliver personalized learning in the the business, nearly all manual tasks
manual L&D tasks automated, <10% of thought partner. flow of work. are automated, and AI is leveraged in
Automation and AI adoption: 0% of courses are created with AI surfacing skills data, maintaining
manual L&D tasks automated, AI is not Automation and AI adoption: >50% of Automation and AI adoption: >75% of learning catalogs, and enhancing
leveraged KPI: Standard LMS manual L&D tasks automated, >30% manual L&D tasks automated, >60% training experiences.
of courses are created with AI of courses are created with AI, AI is
used to build out and maintain skills Automation and AI adoption: >95% of
KPI: No LMS to support L&D
KPI: Standard LMS with Academies data manual L&D tasks automated, >70%
capabilities of courses are created with AI, AI
KPI: Learning platform with LMS, LXP, maintains accuracy and relevance of
and Academies capabilities learning catalogs , AI is used to build
out and maintain skills data, AI is used
to identify and close skills gaps, AI is
used to analyze talent data and
workforce trends, Innovative AI tools
are used for training (role playing,
chatbots, simulations, etc)

KPI: Learning platform with LMS, LXP,


Academies, and Skills capabilities

Learning metrics

L&D expenditure metrics are tracked, Engagement metrics are tracked, but Relevance metrics are tracked, but Business metrics are tracked, but Organizational readiness metrics are
but nothing else is. there’s no insight into training there’s little-to-no insight into there’s little-to-no insight into tracked—at scale—based on skills
relevance or business impact. business impact. organizational readiness. data.
Learning metrics measured: L&D costs
Learning metrics measured: Learning metrics measured: Learning metrics measured: Learning metrics measured:
KPI: L&D costs
Everything in Reactive, plus: Everything in Proactive, plus: Training Everything in Impacting, plus: Impact Everything in Strategic, plus: Skill
Attendance, Course completion, relevance on some business initiatives (but not at readiness of the workforce, Average
Happy sheets, eNPS scale), Talent mapping for key time to close skills gaps, Percentage
KPI: Training relevance departments of open internal roles filled by internal
KPI: Learner engagement candidates
KPI: Progress on strategic initiatives
KPI: Average time to close skills gaps
Resources PAGE 3

Below, you’ll find a curated list of resources to help you progress through the seven critical themes of L&D maturity.

Learning strategy
7 Factors to Consider When Developing a Skills-Based Learning Strategy Ebook

2024 State of Online Learning Report Report

2023 State of Upskilling and Reskilling Report Report

Back to Basics: Impactful and Frictionless Skills-Based L&D Podcast

The 9 Steps to a Winning Enterprise Learning Strategy Article

Skills-Based Learning: Our 5-Step Blueprint to Make the Shift and Unlock Your Talent Article

Leadership alignment
4 Steps to Making the Pivot to Performance-Driven L&D Ebook

How You Can Get Leaders To Truly Value Learning And Development Article

How to Defend Your L&D Budget to Your CFO Ebook

How to Get Buy-In on a New LMS for Training Your Employees Article

Doing More with Less: How to Preserve Your L&D Budget by Proving Your Impact Article

4 Reasons Why L&D Is Crucial for Your Talent Management Strategy Article

The Bigger Picture: Mirjam Neelen’s 4 Tips on Aligning Stakeholders When Pivoting to Performance L&D Podcast

SME collaboration
5 Top Tips to Win Over Your Subject-Matter Experts Ebook

Driving Impact with SMEs: HelloFresh, Ideagen, and MSCI Share Their Secrets to Success Webinar

The Secret to Solving Critical Business Challenges With Peer-Driven L&D Webinar

10 Pro Tips From Our Learning Community on Engaging Subject-Matter Experts Article

How to Work Alongside Subject-Matter Experts to Solve Business Problems Article

Learner engagement
Our 6-Step Playbook for Getting Learning in the Flow of Work Right Ebook

Learning and Belonging: How L&D and HR Can Collaborate to Retain Top Talent Webinar

The 7 Biggest Roadblocks to Building a Flexible Working Culture Ebook

12 eLearning Tools That Can Make Your Courses More Engaging Article

9 Tips to Help You Create Great Training Courses Ebook

Learning needs identification


The 7-Step Playbook for Performance-Driven Online Learning Ebook

A Deep Dive into Conducting a Learner Needs Analysis from A to Z Article

Training Needs Analysis: Find Learning Needs the Right Way Article

"Because I Said So": Why Top-Down Management Doesn’t Work Article

How to Identify Skills Gaps in Your Organization Article

Training processes
The Ultimate Tech Stack for Strategic L&D That Works Ebook

How to Create a Skills Inventory List With AI Article

The Complete Guide to Skilling for Employee Productivity & Retention Article

How to Create and Use a Skill Matrix Template Article

The Ultimate Skills Playbook For L&D Article

Learning metrics
Go Beyond Learning Metrics: Our 6-Step Expert Playbook for Proving Your L&D Impact Article

Mastering the Half-Life of Skills through Upskilling Article

Skills Audit Best Practices: A Comprehensive Guide for HR and L&D Professionals Article

3 Reasons L&D Fails to Measure Impact (And How to Get It Right) Podcast

3 Data-Based Ways To Prove Training ROI (+ Free Training ROI Calculator) Article

Common questions

Powered by AI

The L&D Maturity Model suggests progressing from a generic training strategy, which primarily covers compliance and core use cases, to a skills-based organizational strategy by aligning L&D with business and skill use cases. This progression involves defining strategies at an organizational level, integrating HR processes with business needs, focusing on closing skills gaps, enabling learner reskilling and upskilling, and leveraging technology like AI for personalized learning and skills data management .

The integration of AI transforms training processes in a mature L&D framework by automating over 95% of manual tasks and creating more than 70% of courses. AI helps maintain accurate learning catalogs, identify and close skills gaps, and analyze talent data and workforce trends. It enhances training experiences by delivering personalized learning in the flow of work and using innovative AI tools like chatbots and simulations .

A business-oriented L&D strategy includes the alignment of HR and L&D strategies to the overall business strategy, focusing equally on core and business use cases, and driving progress with strategic business initiatives. This typically covers compliance, global onboarding, employee and leadership development, and at least three business use cases such as sales enablement and partner/customer training. The strategy is designed to drive progress with strategic business initiatives by ensuring that the skills and training provided are directly tied to achieving business goals .

The L&D Maturity Model addresses learning needs identification by evolving from no defined approach to a data-driven strategy. Initially, L&D focuses on mandatory training and requests from senior leaders, prioritizing by the seniority making the request, resulting in 0% peer-based learning needs. In later stages, needs are prioritized based on expected business impact, with up to 30% peer-based needs training, and, at the most mature level, based on organizational priorities and skills requirements, with more than 30% peer-based learning needs .

In the L&D Maturity Model, SME collaboration evolves from having no visibility or ad-hoc sharing to systematic collaboration. Initially, L&D may have zero visibility and ad-hoc interactions with SMEs (0% of courses created with SMEs). As the maturity increases, SMEs are leveraged for top-down initiatives (<5% of courses) and eventually identified regularly for course creation (5-25% of courses). At the most advanced level, collaboration with SMEs is a pillar of the L&D strategy, with SMEs playing critical roles in upskilling and reskilling (>50% of courses created with SMEs).

A skills-based learning strategy, as defined in the L&D Maturity Model, plays a critical role in enhancing workforce resilience and mobility by focusing on developing core, business, and specific skills use cases. This strategy aims to prepare the workforce for change by ensuring readiness and adaptability, covering more than three business use cases and addressing skills gaps, thus enabling workforce mobility and internal role fulfillment with prepared internal candidates .

As an L&D function matures, leadership alignment transforms from viewing L&D as a cost center to seeing it as a strategic partner. Initially, there's minimal interaction, with ad-hoc meetings. As maturity increases, L&D is gradually seen as a critical driver of performance, engaging in regular strategic dialogues with leadership. At the highest maturity level, there are monthly meetings, ensuring L&D initiatives align closely with business objectives, profoundly impacting strategic business capabilities .

In a reactive L&D environment, learner engagement is minimal due to a lack of awareness about training, with less than 10% monthly active learners. Training is top-down, with little relevance to their roles. In contrast, a transformative environment fosters high engagement, with more than 40% monthly active learners. Training is personalized, relevant, and aligned with learners' roles and career paths. It also focuses on solving business problems, with learners viewing L&D as crucial for performance improvement and career growth .

At a strategic L&D maturity stage, learning metrics evolve to include organizational readiness, scaling insights based on skills data. Metrics involve tracking workforce skill readiness, reducing the average time to close skills gaps, and increasing the percentage of internal roles filled internally. These measurements indicate the organization's capability to reskill and upskill effectively, aligning learning outputs with strategic business impacts .

In more reactive L&D environments, major barriers to effective SME collaboration include minimal visibility of SMEs, limited engagement, and ad-hoc participation in training. These barriers can be overcome by developing systematic ways to identify, collaborate, and reward SMEs, increasing their involvement in course creation. Enhancing SME engagement can be facilitated by creating structured programs that integrate SMEs into strategic roles within L&D processes .

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