Curated not Created

Mastering Curation:The Rising Role of Curation in Learning and Development StrategyOctober 26, 2016

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Degreed connects all the world’s best learning experiences — systems, content and people — so they can work together to help your organization and your workers get better every day. Wherever they learn.

YOUR LEARNING AND TALENT SYSTEMS+

YOUR ORGANIZATION’S CONTENT VENDORS+

THE INFORMAL LEARNING ECOSYSTEM

ABOUTDEGREED LMS

Instructor-led

classes

Videos

Webinars

CustomPortals

OnlineCourses

BooksArticles

Live Events

• Act I: Content isn’t the problem anymore• Act II: Putting curation into context• Act III: How MasterCard curates

Today’s Agenda & Presenters

#Curation@danij2@toddtauber

Join the conversation on Twitter

Dani JohnsonVP, L&D Research LeaderBersin by Deloitte, Deloitte Consulting LLPdanjohnson@deloitte.com

Todd TauberVP, Product MarketingDegreedtodd@degreed.com

Matthew Mullins Director, Global Talent Development / Org EffectivenessMasterCardMatthew.Mullins@mastercard.com

Content isn’t the problem anymoreContext is.

Self: workers can choose and track things of interest to themselves Machine: algorithms in learning tech are enabled to target content for workers Social: workers can find, access and share content with peers in and out of the org Traditional: L&D and other SMEs curate content for the org. We're not curating yet

How is curation enabled in your organization?

POLL #1

Traditionally…

Information & development moved from top to bottom

of the organization

Orgs had a monopoly on

information and development

Work was different – required less innovation

and adaptation

Source: L&D Capabilities, Bersin by Deloitte / Dani Johnson 2015

Now…

Workers often know more than managers or facilitators

Other options exist for gaining information outside of company offerings

Innovation and process improvement are as important as efficiency

Information & development moved from top to bottom

of the organization

Orgs had a monopoly on

information and development

Work was different – required less innovation

and adaptation

Source: L&D Capabilities, Bersin by Deloitte / Dani Johnson 2015

Exponential growth of information

It would take 5M years to watch the

amount of video crossing IP networks

monthly by 2020

>2.5M emails per second

>1.2T Google searches each year

Annual global internet traffic will pass 1 zettabyte

by the end of 2016

(1T gigabytes)

Source: Internet Live Stats www.internetlivestats.comThe Zettabyte Era – Trends and Analysis, Cisco

Proliferation of content has led to two key challenges:

Overwhelming volume of information makes it difficult to notice and keep track

of useful information

Lack of effective tools (such as search) makes it difficult to find the most useful

information

Frequent change of information makes it difficult to find the most

current information

Inconsistency of information formats or sources makes it difficult to use /

comprehend new information

Dynamic nature of job roles makes it difficult to find sufficiently targeted or

relevant information

Job roles or conditions make it difficult to access sources of

information

1The problem is “context”

not “content”

2Consistency

and standards

badly needed

Source: The Learning Architecture: Defining Development and Enabling Continuous Learning. Bersin by Deloitte / David Mallon and Dani Johnson May 2014

Trends we’re seeing:• L&D functions approach curation traditionally• Some are enabling workers to curate their own

development• Fewer are utilizing machines to aid with curation

(or at least recognize that they do)• Curation role combined with other L&D roles

How’re we doing?

Portfolio Mgt. /

Curation9%

“Better enabling just in time performance

support” -CLO

“Hyper-personalization of learning choices; syndicated search; efficiency” – CLO

“Standardization of learning, ease of

access to learning” -CLO

“Employees more engaged in their

development” - CLO

Source: Personal Interviews. Curation Survey, Deloitte Consulting, LLPCorporate Learning Factbook, Bersin by Deloitte 2016

CURATE DIVERSE LEARNING OPPORTUNITIES …WHATEVER THEY NEED, WHEREVER IT’S FROM

People learn from a lot more than content

Source: Degreed, How the Workforce Learns in 2016, 1/2016

EVERY DAY EVERY WEEK EVERY MONTH EVERY QUARTER ONCE A YEAR

Coaching &mentoring

E-learning courses

Instructor-led classes Conferences &trade shows

Web search

Peer/teaminteraction

Articles & blogs

Videos

Online networksWebinars

Live networking

Onlinecourses

Podcasts &audio books

Live classes (external)

GET THE RIGHT STUFF TO THE RIGHT PEOPLEAT THE RIGHT TIME

Context is complex

DON’T JUST CURATE – TARGET, EMPOWER, CONNECT AND PERSONALIZE

Curation isn’t the only path to context

Source: Degreed, Curation and Personalization Framework, 10/2016

Four ways to put people’s development into context

PROFESSIONAL

L&DCurating

PERSONAL

IndividualsCollecting

PEER-TO-PEER

TeamsSharing

TECHNOLOGY

AlgorithmsRecommendin

SHARE THE RESPONSIBILITY WITH WORKERS, MANAGERS AND TECHNOLOGY

Context is everyone’s job, not only yours

Source: Degreed, How the Workforce Learns in 2016, 1/2016

L&D or HR departmentEmployer's LMS

Browse specific resourcesSearch the Internet

External networkPeers at work

Boss or mentor

21%28%

43%47%

23%55%

Workers don’t just get guidance on learning from L&D teams and tools

Being able to efficiently create learning experiences without …technical skills or additional software empowers Mastercard’s talent development team to create learning at the speed of the business, saving time and money.

Mastercard VP Global Talent DevelopmentOperations & Technology, Steve Boucher

Source: Degreed, Client interview, 8/2016

Content is not the problem. Context is. And curation is only part of the solution:1. Diversify the

experiences2. Distill the

opportunities3. Do more than just

curate4. Divide and conquer

TheTAKE-AWAY

3HOW MASTERCARD CURATES CONTEXT

+ Feed curiosity and passion

+ Enable guided freedom

THE FUEL OF CREATING CONTEXT

“Learning is the process of turning curiosity into action to drive

behaviors for a desired outcome”

Janice Burns, CLO, Mastercard

THE ART & SCIENCE OF CURATION

CONTENT IS KING, BUT… ALL ARE QUEEN

•Presentation•Connection•Engagement•Experience

Design Thinking Model of Curation:

Building context that facilitates curiosity and responds to shifting business needs requires a thoughtful process of design thinking to enhance the user experience of curated content.

THETAKE-AWAY

QUESTIONS?

VISITget.degreed.com

FOLLOW@degreed

EMAILdanjohnson@deloitte.comtodd@degreed.commatthew.mullins@mastercard.com

• About DeloitteAs used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

• This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.

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