Running head: CASE STUDY: NEEDS ANALYSIS AT PEARSON

Sherma Lawrie
DETT 621 Section, 9040
November 8, 2015
Case Study: Needs Analysis at Pearson

CASE STUDY: NEEDS ANALYSIS AT PEARSON

Introduction
Learning and Development (L&D) is a necessary process for achieving business
missions, goals and objectives and will also help to improve both employee and organizational
performance. L&D bridges the gap between the organizations current stage of L&D capability
and maturity to what is necessary in meeting the business results or employees developing their
skills and full potential. Pearson is the company chosen for this case study and has a mission to
help people make more of their lives through learning (Pearson PLC, 2015, para. 1) or to be
always learning (Pearson, 2014, p. 1), while meeting their highest learning potential. Although
previously mentioned in assignment two that Pearson is currently at stage 4 of the L&D
capability, however, based on receiving additional feedback on the assignment, and conducting a
second analysis, research, and evaluation, Pearson is better suited to be categorized under Stage
3. Pearson has established an L&D policy through effective communication, systematic
assessment and practice aligned to meet their business needs that are stable. However, their
current L&D has gaps to be filled in order to meet Stage 4 of the L&D Capability/Maturity and
these reasons will later be discussed.
Pearsons stakeholders know the value of continuously implementing effective learning
and why continuous learning for employees is a vital component of their business strategy.
Therefore, efforts are being made to transition from Stage 3 to Stage 4 of the L&D
Capability/Maturity. Pearson commits to having a holistic approach towards education and uses
research to figure out what type of learning works best. Also, Pearson is striving to make L&D
for its employees a part of their DNA and to encourage enterprise learning within the company.
This organization also continues to work with individuals and other institutions to help create
new ideas and to measure the outcomes of their existing products (Pearson PLC, 2015). Like

CASE STUDY: NEEDS ANALYSIS AT PEARSON

Pearson, it is important for companies today, to work on identifying and prioritizing the critical
learning needs (CIPD, 2006, p. 3) and for stakeholders to be fully aware that it is one of the
main purposes of a learning needs analysis (CIPD, 2006, p. 3). This case study will examine
Pearson in further context and a need analysis will be conducted.
Importance of Learning Needs Analysis
According to the CIPD (2006), a learning needs analysis must be a continuous process
within any organization. The learning needs analysis should consist of listening to existing and
new employees, monitoring and reviewing current training and development, and assessing
employee performance and capabilities, and being fully aware of business activities such as
competitors and change in the market (CIPD, 2006). When these types of activities are examined
and implemented then learning needs will constantly evolve and emerge and will be efficiently
or promptly identified and addressed (CIPD, 2006, p. 3).
L&D at Pearson, Learning Needs Analysis and Case Study Review
Pearson is known to be the worlds leading learning company with approximately 40
thousand employees in more than 80 countries worldwide. This organization works extensively
on helping people of all ages, not only helping their employees to make measurable progress in
their lives through learning (Towers Watson, 2014, p. 4). In the article written by Towers
Watson (2014), Karen Gettman, the VP and Director of Learning and Collaboration at Pearson
mentions that it is her responsibility for developing and promoting a global community for
collaboration and learning. She elaborates that the formative part of her career was in publishing
and she led a team of employees under that spectrum, but at the time of the interview, she had
only been in HR for approximately four years (Towers Watson, 2014). She also mentions that she
is a rare example of a successful individual who transitioned from the wider business into HR

CASE STUDY: NEEDS ANALYSIS AT PEARSON

when she was asked by Pearsons CEO to solve a business problem related to collaboration,
employee engagement and learning (Towers Watson, 2014). At Pearson, she has created and led
a high quality team of 12 people and she is also responsible for the design and delivery of two
global programs, which include supporting collaboration and learning and development
(Towers Watson, 2014, p. 4). Karen Gettman also stated that she is accountable for promoting
collaboration and informal learning among employees and providing formal structured training
development for all (Towers Watson, 2014, p. 4). Below is a list of L&D strategies/initiatives
within Pearson:

Since 2011, transforming internal global learning has been a continuous journey.
Prior to 2011, employees lacked easy access to training, education, and L&D necessary to
improve their skills and prepare for new job opportunities, especially during industrial
and economical changes. Leaders and managers lacked certain skills and were not able to
maintain their professional certifications. Karen Gettman mentions in her interview that
this was an issue probably because Pearson was so busy providing their experiences and
services to their customers that they have neglected their employees to some extent

(Towers Watson, 2014).

By conducting a self-assessment, the organization realized what worked well and what
not so well. Armed with this information (Towers Watson, 2014, p. 5) a group of
learning leaders within the company worked on defining and illustrating a refreshed

approach to L&D for their employees to be successful at Pearson (Towers Watson, 2014).
From this groups work, emerged a business plan and deployment plan for what is
known as Pearson Academy (Towers Watson, 2014, p. 5), which was later launched in

2013.
Pearson Academy helps to align numerous learning resources and to maintain the
standardization of learning across the board at Pearson (Towers Watson, 2014).

CASE STUDY: NEEDS ANALYSIS AT PEARSON

A learning management system within Pearson called Milo was to be used by every
employee. According to Gettman, a content review was conducted, global programs were
launched, a global needs analysis was conducted, and a new evaluation for all content

and an overall strategy (Towers Watson, 2014, p. 5) was performed.

A gamification program and incentive by providing badges to employees and a global
learning module on efficacy was launched to encourage learning and to create a good

learner outcome, which is vital to Pearsons business goals (Towers Watson, 2014).
Cultural diversity is accepted and every employee can voice their opinion and Pearson
has a diversity goal by building a workplace where differences and fairness are
respected and valued (Towers Watson, 2014, p. 5).

Prior to Pearsons 2013 global reorganization, many of their operating companies and
locations maintained their own independent human resource procedures and processes (The
Educe Group, 2014). This resulted in inefficient management and oversight in L&D and
performance initiatives for existing employees. The steps taken by Karen Gettman and her team
to focus on a needs analysis for Pearson and the implementation of Milo and Saba, which are
used as their learning platform is a good step. The collaborative partnership Pearson has
developed with The Educe Group as an industry and product expert for L&D and performance,
and several other initiatives since 2014, these efforts were all about creating One Pearson (The
Educe Group, 2014, p. 2). Pearsons new aim is to remove any technological barriers and to
treat all the businesses as one (The Educe Group, 2014, p. 2). Pearson strives to provide
employees with access to courses from anywhere, performance to be incorporated not only to
goals but to introduce the ability to coach employees (The Educe Group, 2014, p. 2) and the
One Pearson Employee Plan will be responsible for all performance related activities (The Educe
Group, 2014).

CASE STUDY: NEEDS ANALYSIS AT PEARSON

Assessment & Problem Analysis for Learning Needs

Considering the role as a consultant hired to assess Pearsons current L&D needs it is
proposed that Pearson and The Educe Group partnership continue its exploration, innovation and
collaboration process in hopes of ensuring Pearson improves its enterprise learning. There are
needs that must still be met through an online learning solution that was determined based on the
lack of information found on their website and on the Internet and accessible for the general
public. Some assumptions were made based on the data found and for purposes of this needs
analysis. The goal will be to create a clear picture of the current challenges and potential
solutions for future changes and developments.
L&D needs/challenges: Examples

The organization failed to list specific jobs and roles held by the employees and lack

setting individual goals and organizational long-term or short-term goals.

Pearson has not formally identified the knowledge, skills and abilities their employees

need to execute its business strategy (SIOP, 2015, para. 4).

The organization has not formally discussed employee input as part of their HR
Business Model and they lack an employee engagement model because they
discussed conducting a self-assessment. Questions such as, was this self-assessment
conducted with leadership teams only? Were middle management and followers also

involved? Their process is unclear.

The organization didnt discuss its L&D budget or how money is being spent.
The VP and Director of Learning and Collaboration at Pearson discussed Pearson
Academy, the LMS called Milo and Saba; however these may be some of their
favorite programs or initiatives created solely with their partnership through The
Educe Group and with employees or individuals without expertise in the science of
learning or development methodology (SIOP, 2015, para. 4). The VP clearly stated

CASE STUDY: NEEDS ANALYSIS AT PEARSON

she was in the field of publishing and then she transitioned in HR, how reputable is

her expertise?
Pearson did not discuss how they were planning to measure the outcomes of their
existing products. They just stated that they did but how was this done? Did they
actively measure the impact, effectiveness or value (SIOP, 2015, para. 4) of its

L&D program?
The organization stated that they invest in their employees L&D but never gave a list
or specific examples on how they did so.

L&D needs: Solutions

Once the jobs and roles are examined and potentially an employee Engage Website
is created then this can help with the alignment or development of performance
evaluation, coaching, knowledge management and how career enhancement can be
supported through these measures. Pearsons gamification program and incentives can

then appropriately be enhanced.

Pearson needs to determine specific employee knowledge, skills, abilities, and other
personal characteristics (SIOP, 2015, para. 4) that is essentially needed to meet its
business strategy. The organization may have to facilitate a review of its business
objectives and connecting these with employee skills and expectations and to be

easily accessible online for faculty and staff.

Development of an online employee engagement survey including all staff is
mandatory. This is needed so that Pearson can learn new methods on how to empower
professionals and to develop knowledge and skills successfully and to remain
competitive in a rapidly changing business environment. Their ultimate goal of
improving employee and organizational performance must be filling the gab within

CASE STUDY: NEEDS ANALYSIS AT PEARSON

their learning needs and how can they do so if they do not know what these learning

needs are.
According to SIOP (2015), identifying and prioritizing the critical skills areas the
training budget should target in the upcoming fiscal year (para 5) is very important.
Knowing the skills needed to meet the company goals will be the first step then

creating and aligning a budget for the L&D program will then follow.
The Educe Group may be a reputable company but by also partnering with or
obtaining additional feedback from other reputable and successful companies will be
beneficial to Pearson. Pearson cannot depend solely on the expertise from a VP whose
main role was in publishing and who later transitioned into the field of HR. They
need a leader who has expertise in the science of learning or development
methodology to aid with filling the L&D gap or investing in her or other employees

to meet these needs.

Pearson needs to establish relevant metrics for all programs and development

processes (SIOP, 2015, para 5) and to maintain monthly or quarterly meetings.

The organization needs to be more specific on how they invest or plan to invest in
their employees L&D needs. They should plan to have coaches and mentors within
the company. Employees will need to be exposed to or consider joining professional
based social networks such as LinkedIn or they should be receiving professional
organization updates via email or an online forum and self-help training videos
should be accessible to help improve employee confidence or skills and
organizational performance.

According to Arneson, Rothwell and Naughton (2013), the ASTD Competency Model
serves as a theoretical framework for L&D professionals and is used to help map future
endeavors. Pearson must continue to develop their L&D program and to address their employees

CASE STUDY: NEEDS ANALYSIS AT PEARSON

needs. Based on the ASTD competency model, performance improvement, instructional design,
training delivery, learning technologies, evaluating learning impact, managing learning
programs, integrated talent management, coaching, knowledge management, and change
management are necessary for any successful L&D program (Arneson, Rothwell, & Naughton et
al., 2013). For Pearson to be at stage 4 of the L&D capability/maturity, then they must maximize
foundational competencies for its employees such as business skills, global mindset, industry
knowledge, interpersonal skills, personal skills and technology/literacy (Arneson, Rothwell, &
Naughton et al., 2013). Pearson needs to raise the profile of the L&D department and this will
lead to an increase in the retention of quality and motivated employees (CIPD, 2006). These
changes will in turn increase in attractiveness of the organization and lead to a higher quality of
new recruits (CIPD, 2006).
Conclusion
The learning needs analysis should be an integral and comprehensive part of the L&D
strategic plan and business model. Pearson needs to maximize the effectiveness of a L&D
budget, build a stable foundation for the evaluation of learning needs and activities, identify the
skills and abilities that already exist and build on those that are required, and continuously
identify the gaps within the training and development programs through a needs analysis method.
These methods include document research, interviews, observations, surveys, and group
discussions; however, a learning need analysis will be of little or no benefit unless Pearson
creates a supportive learning environment.

CASE STUDY: NEEDS ANALYSIS AT PEARSON

References
Arneson, J., Rothwell, W.J., & Naughton, J. (2013). ASTD competency study. Alexandra. VA:
ASTD Press
Chartered Institute of Personnel and Development. CIPD (2006). Identifying learning needs in
Organizations. Retrieved from http://www.cipd.co.uk/NR/rdonlyres/BAE22874-1D3C4912-BBD9-1C14803E8A44/0/1843981645sc.pdf
Pearson. (2014). Sustainability review 2014: people. Pearson. Retrieved from
https://www.pearson.com/content/dam/corporate/global/pearson-dot-com/files/socialimpact/Pearson-people-review_2014.pdf
Pearson PLC. (2015). About us. Pearson. Retrieved from https://www.pearson.com/aboutus.html
Society for Industrial and Organizational Psychology, Inc. SIOP (2015). Science for a smarter

10

CASE STUDY: NEEDS ANALYSIS AT PEARSON

11

workplace: learning and development. Retrieved from

http://www.siop.org/business/learning.aspx
The Educe Group. (2014). Pearson brings uniform learning experiences to employees. Pearson.
Retrieved from
http://www.educegroup.com/educeWeb/workspace//uploads/successImages/2013educesu
ccessstory_pearson.pdf
Towers Watson. (TW) (2014). Learning and development at Pearson. 20 questions for Karen
Gettman, VP and director, learning and collaboration. Retrieved from
https://www.towerswatson.com/en/Insights/Newsletters/Europe/HRmatters/2014/09/Learning-and-development-at-Pearson