Developing

high impact
developing talented people
learning architecture
A KALLIDUS INSIGHT GUIDE
In a changing world, the modern workforce
demands more from learning than ever before.

developing talented people

According to Bersin (2014), a learning

resources needed to optimise learning

Include supporting functions such as

architecture is an organisations unique

outcomes.

performance consulting and internal

map of agreed-upon learning needs,

There are a number of templates that can

marketing.

learning strategies and delivery strategies

be used to create a comprehensive learning

for all of its training. Most organisations

architecture for your organisation (a good

Solutions: What tools and technology are

have processes in place for making key

example is Bersins worksheet: Defining

required to achieve key learning goals?

investment decisions but few define all the

and Refining Your Learning Architecture ).

Your solution may require a learning

necessary people, processes, technologies,

Ensure you evaluate your current

management and talent management

and culture needed to optimise learning.

capabilities as part of the process and think

system, rich media, social software or

A learning architecture does just this:

about:

analytics programmes.

people development looks like within your

Learners: Who will be developed?

Strategic objectives: The key question

organisation, reflecting your business

Consider on-boarding, continuous learning

to ask when devising a successful learning

values, and providing a clear framework for

and development of high potentials.

architecture is: how do proposed learning

offering a complete picture of what

programmes align with the needs of our

strategic decisions on how to accomplish

crucial learning and development

Approaches: What do they need to know?

learners and our business objectives?

objectives.

This will differ based on a number of

The resulting strategy should answer both

factors including job function, length of

of these questions at every stage of the

Start with strong foundations

employment, and talent and succession

process. Ensure your learning architecture

Think of your learning architecture as a

plans. How will you provide an environment

clearly articulates how it helps you achieve:

blueprint of capability for your business

that encourages all forms of learning

You need to give designers, trainers and

(including formal, non-formal, on-demand

managers a clear view of

and experiential learningii)?

the learning challenges to

be solved, how this will be

Delivery: What skills are present

achieved, and the

within the business to help deliver

1. Learning effectiveness across

the business
2. Budget and timeline efficiency
3. Alignment with business goals
and needs

learning?
Consider instructional design,
trainers, knowledge management,
evaluation.
What core processes will support

development and delivery?

ii

Bersin (2014).
Shepherd (2011).

Focus your efforts

Be agile

When constructing a learning architecture,

However strong the foundations of your

always evaluate how each planned

learning architecture, never get caught

learning solution will contribute to effective

in the trap of maintaining immovable

performance. And ensure that you limit your

delivery strategies. Always maintain

options. This may sound defeatist at first

an agile approach to your strategy.

but by limiting your scope, defining exactly

Review and realign plans, allowing your

what you want to achieve and focusing

learning architecture to evolve in the

resources on those key objectives, you can

face of changing business priorities,

ensure that learning and development is

varying workforce learning requirements,

aligned directly with your business goals.

and emerging opportunities. A good

Create a timeline of learning: what activities,

learning management system can help

processes and goals should be realised

you administer your blended learning

now, within 3 months and within 3 years?

programme to proactively track employee

development, optimise resource

A strong learning culture

positively impacts business
performance
46% overall improved
business outcomes

92% increased likelihood

of innovation

52% greater employee

productivity

53% better response

to customer needs
(Bersin, 2014)

management, and analyse key learning

outcomes. You can then plot current
capabilities against plan and make
necessary changes to ensure you remain
on target to meet vital business goals
successfully.

Create a continuous
learning culture
Learning is a process, not an event.
Developing a learning architecture provides
a solid foundation for continuous learning,
which is proven to positively impact
business outcomes. Workforce buy-in
is vital for creating a continuous learning
culture, so ensure you communicate
strategies with employees. A summary

Only 10% of organisations include

criteria for targeting specific needs
and levels of capability within their
learning architecture. Those that do
are 14 times more likely to create
high impact learning that is effective,
efficient, and aligned with business
goals. (Bersin, 2014)
version of your learning architecture and
its benefits can help you most effectively
share your strategic goals across the
organisation.
This in turn can help shift this focus from
prescriptive training towards a bottom up
learning culture employees who feel they
are included in learning are more likely to
be engaged. They will want to perform
and will take more responsibility for their
learning. Ensure you provide the means
and opportunity to make this happen as
part of your learning architecture to reap the
business benefits.

References
Bersin, (2014). Worksheet: Defining and Refining Your Learning Architecture.

developing talented people

Clarey, J., Mallon, D. & Bersin, J. (2012). The High-Impact Learning Organization Primer. Bersin.

Mallon, D. & Johnson, D. (2014). The Learning Architecture: Defining Development and Enabling Continuous Learning. Bersin.
Shepherd, C. (2012). Making Transformation Happen: Learning Architecture and Infrastructure. www.onlignment.com
Shepherd, C. (2011). A Contextual Model for Learning. www.onlignment.com
Shepherd, C. (2011). Architects for Learning. www.trainingzone.com

developing talented people

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