Learning Maturity Model

Level 1: Initial Maturity (Ad-hoc efforts)

Description

Processes are usually not documented and change based on the user or event. The L&D organization does not have a stable environment and may not know or understand all of the components that make up the environment. Success in these organizations depends on the institutional knowledge, the competence and heroics of the people in the organization, and the level of effort expended by the team. Products and services of the organization frequently exceed the budget and schedule. The organization often over commits, abandons processes during a crisis, and is unable to repeat past successes. There is very little planning and executive buy-in for projects and process acceptance is limited. Organizations at level 1 are often seen as a service instead of a partner.

Solution

To move up from “initial” to “repeatable” maturity level, the L&D organization needs to implement three “repeatable” practices. These practices, and associated (sample) activities, are listed below:

• • Practice 1 - Develop or purchase the learning content (such as, courseware development, job aids development)

  • Practice 2 - Deliver the learning programs as required (such as, classroom training, on-the-job training)

  • Practice 3 - Store the learning content versions (such as, storage & retrieval, information security)

Level 2: Repeatable Maturity (Basic L&D management)

Description

Some learning & development processes are repeatable, possibly with consistent results. The processes may not repeat for all the initiatives in the organization. The organization may use some basic L&D management to track cost and schedule. Process discipline is unlikely to be rigorous, but where it exists it may help to ensure that existing practices are retained during times of stress. When these practices are in place, initiatives are performed and managed according to their documented plans. Project status and the delivery of services are visible to management at defined points (for example, at major milestones and at the completion of major tasks). Basic L&D management processes are established to track cost, schedule, and functionality. The minimum process discipline is in place to repeat earlier successes on projects with similar applications and scope. There is still a significant risk of exceeding cost and time estimates.

Solution

To move up from “repeatable” to “defined” maturity level, the L&D organization needs to implement six “competency-based” practices, in addition to continuing with the “repeatable” practices from the previous level. These practices, and associated (sample) activities, are listed below:

• • Practice 4 - Elicit learning requirements and plan the L&D calendar (such as, appraisal feedbacks, learning strategies)

  • Practice 5 - Standardize the learning process and tailoring guidelines for customization (such as, learning plans, stratified delivery specs)

  • Practice 6 - Define basic metrics and tools to measure learner benefits (such as, KPIs for “learner satisfaction” and “content assimilation”, happy sheets and post-test papers)

  • Practice 7 - Optimize the learning content and systems (such as, content simplification, e-Learning adoption)

  • Practice 8 -Establish L&D teams and infrastructure (such as, train-the-trainer programs, list of authorized SMEs/ vendors, classrooms and equipment)

  • Practice 9 - Report basic learning analytics to management (such as, Kirkpatrick’s analytics levels 1 & 2, management decisions)

Level 3: Defined Maturity (L&D process standardization)

Description

The L&D organization’s set of standard processes, which are the basis for level 3, are established and subject to some degree of improvement over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by applying the organization’s set of standard processes, tailored, if necessary, within similarly standardized guidelines. The L&D management establishes process objectives for the organization’s set of standard processes, and ensures that these objectives are appropriately addressed.

Solution

To move up from “defined” to “managed” maturity level, the L&D organization needs to implement three “measured and empowered” practices, in addition to continuing with the “repeatable” and “defined” practices from the previous levels. These practices, and associated (sample) activities, are listed below:

• • Practice 10 - Define advanced metrics and tools to measure sponsor benefits (such as, KPIs for “on-the-job implementation” and “business contribution”, appraisal analysis and balance-sheet study)

  • Practice 11 - Report advanced learning analytics to management (such as, Kirkpatrick’s analytics levels 3 & 4, management decisions)

  • Practice 12 - Audit the L&D process implementation (such as, quality assurance process, quality assurance reports)

Level 4: Managed Maturity (L&D process measurement)

Description

Using process metrics, the L&D management can effectively control the process (e.g., for content development). In particular, management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications. Organizations at this level set quantitative quality goals for both process and maintenance. Sub-processes are selected that significantly contribute to overall process performance. These selected sub-processes are controlled using statistical and other quantitative techniques. A critical distinction between maturity level 3 and maturity level 4 is the predictability of process performance. At maturity level 4, the performance of processes is controlled using statistical and other quantitative techniques, and may be quantitatively predictable; at maturity level 3, processes are only qualitatively predictable.

Solution

To move up from “managed” to “optimized” maturity level, the L&D organization needs to implement three “continuously improving” practices, in addition to continuing with the “repeatable”, “defined”, and “managed” practices from the previous levels. These practices, and associated (sample) activities, are listed below:

• • Practice 13 - Improve the L&D benchmarks (such as, internal benchmarking, competitive benchmarking)

  • Practice 14 - Solicit and implement L&D process improvements (such as, learning process improvement proposals, incentive mechanisms)

  • Practice 15 - Solicit and implement L&D technology improvements (such as, learning technology improvement proposals, incentive mechanisms)

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