11 training trends in 2011 final


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An overview of trends in the training industry for 2011

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  • SUSAN Kick off
  • SUSANIntroduce our team
  • SUSANIf you have a clarifying question, feel free to ask in the chat box or here in the room. Otherwise, we will have time for discussion & q&a at the end.This session is being recorded.
  • SUSANBefore we move to the top 11 trends, let MIKE catch you up about some general economic updates.
  • MIKE Economy updates… increase in spending training, more headcount, next 5 years training industry investments, Growth --- innovation is important, shift from hunkering down / managing through the crisis to growth & innovation – leaders of the future… lead in to emerging leaders…From Bersin’s Enterprise Learning and Talent Management 2011:All businesses are becoming global - With low economic growth in the U.S. and Europe, businesses are aggressively focusing their product and service delivery toward emerging economies. Companies of all sizes are moving people and operations to Japan, India and other developing countries, while trying to build a globalized platform of operations and talent movement. This is forcing HR to globalize L&D and HR programs, as well as its own operational structure.From Global Trends Briefing Dec. 20104. Competing in the BRIC—and beyondEconomic power is shifting inexorably to BRIC, and will continue to do so. These countries will account for the majority of foreseeable economic growth and the emerging global middle class. But the playing field in BRIC is getting crowded. It is time to look towards the next tier of attractive future markets, which are likely to include: Indonesia, Mexico, Turkey, Iran, South Korea, Egypt, South Africa, Thailand, Vietnam, Pakistan, Bangladesh, the Philippines and Argentina.NOW…Africa rising: In the first decade of the new century, Africa shook off its sluggish growth of the previous two decades and grew GDP at almost 5% per annum from 2000 to 2008. Africa’s collective GDP, at $1.6 trillion in 2008, is now roughly equal to Brazil’s or Russia’s. The emerging global middle class: In July 2010, a McKinsey article suggested that the purchasing power of the world’s emerging middle class totaled some US$6.9 trillion annually, and would rise to US$20 trillion by 2020 or about twice the current consumption in the US. This highly attractive group is found both in the BRIC countries and well beyond, with recent evidence suggesting that countries such as Indonesia and Vietnam are seeing rapid middle class growth.Look out for….RDE consumer trends and business models impacting global markets: It used to be that trends from the developed world were exported to RDEs, albeit adapted to lower purchasing power and different resource availability. Now, as RDE companies become increasingly powerful and global, we should expect to see more trends originating in these markets being translated the other way.Global expansion – Singapore, india, finland, Kenya, malta, morocco, Sweden, China version of website HBS, Greece, Turkey, China, Latin America, IESE in Africa
  • MIKEFrom Bersin’s Corporate Learning Factbook 2011After double-digit budget cuts in each of the prior two years, 2010 ushered in the beginning of a turnaround for many L&D organizations. Overall, companies spent 2% more on training in 2010 than in 2009.
  • MIKEFrom Bersin’s Corporate Learning Factbook 2011Spending within small and midsize businesses increased from 1%-3%. Large businesses fared better than in 2009, when their budgets were cut by 12% from the prior year. But these large enterprises have not been as quick to revive, as their spending dropped another 1%, on average, in 2010.• Small companies – 100 to 999 employees• Midsize companies – 1,000 to 9,999 employees• Large companies – 10,000 or more employees
  • MIKECertain industries also fared better than others. The technology, manufacturing, healthcare and retail sectors had net increases in L&D spending of 4% or more. The banking / financial services and government sectors, on the other hand, continued to curtail their L&D programs, with spending down by 4%-7%.
  • When the economy started to improve, companies began looking beyond the necessities. Leadership development programs (which werecut back in 2008) were among the first programs to be put back on the priority list. In 2010, L&D organizations spent 22 percent of their budgets on leadership development, a figure which is on par with 2009. This category includes executive development, management and supervisory training, and other leadership-specific programs. So companies continued to invest in their leadership teams.The “necessities” continued to get funding in 2010, although the proportions dropped from prior year levels. Profession- and industry-specific training captured 16 percent of training funding, down from 21 percent in 2008. This category includes professional certifications and other training specific to a job or industry. For example, accountants need training on new actuarial and tax rules. Healthcare professionals need updates on new medical procedures and regulations. Engineers need technical training to keep up with new advances in their fields. This training can be provided internally, or through outside conferences or classes. As most skilled workers need or are required to complete training or certifications in their professions, this area received a large chunk of the training budget, although not as large as when budgets were shrinking.Mandatory and compliance training claimed 11 percent of training dollars in 2010, down from 16 percent in 2009. This area will alsocontinue to receive a certain level of funding, as meeting regulatory and certification requirements is a critical issue in many sectors. These programs are not optional and, even with tightening budgets, companies must find a way to pay for this training.Process training received a sizable piece of the training budget in 2010, at 11 percent. This area covers new processes, procedures and quality training. Over the past two years, many companies have changed their processes to become more efficient, and new regulations have forced changes in many sectors. In addition, quality is a primary issue – particularly now that budgets are not as tight and companies can focus on improving quality, rather than simply cutting costs.Soft Skills (interpersonal skills), Customer Service. Product Training, Sales Training, IT Training = 40%
  • ASTD Learning Executives Confidence Index (LXCI) Q4 2010The confidence of learning executives (LXs) rose in the fourth quarter of 2010, reaching its highest value this year; after seeing decreases in Q3. The overall LXCI for Q4 2010 was 62.9. This demonstrates that collectively LXs expect their learning functions to improve slightly over the next six months. Expectations for outsourcing on external services that aid in the learning function showed minor changes in Q4, with an increasing number of LXs foreseeing a continuation of the status quo or an increase in outsourcing. Close to eight in ten LXs anticipated WLP funding to increase or remain the same in the next six months. A majority of LXs who anticipated a decrease in their learning expenditures over the next six months predicted an improvement in their organization’s WLP expenditure from Q3 2012 onwards.
  • The EFMD six-monthly monitoring survey – June 2010202 deans and general directors participated,On open executive education programs: 41% of respondents report increase in enrollments, 39% report decrease in enrollments and 20% report a status quo.On company-specific executive education: one-third of respondents report a status quo situation, about one-third report an increase in application and a bit less than another third report a decrease in enrollments.Expectations for executive education are very positive: 66% of respondents expect an increase in enrolments for open programs and also 65% do so for company-specific executive education.No change is expected in open executive education by 24% of respondents and one in five (22%) do not expect changes in company specific interventions either.
  • BECKYThe role of HR has evolved from the basic HR functions of personnel management – payroll, policies and procedures to a what we are now calling a business-driven HR function. The role of HR now is to truly integrate the talent strategy in order to carry out the business strategy. This involves planning for the future, attracting / retaining talent and globalizing the role of HR. As HR becomes more integrated with business, there is a greater pressure on HR professionals to effectively support the business strategy and planning process. Last year we also introduced the term: talent mobility. Rather than let people bounce from job to job, high-performing companies create deterministic programs to help managers dynamically move people in order to meet individual and organizational demands. This movement also drives expertise and skills into the company. Talent Mobility Strategies Will Become Highly Strategic. “Talent mobility” has replaced succession management as a key talent management strategy. In 2011, organizations will consider talent mobility to be a key part of the leadership and talent management strategy. Source: Bersin’s Enterprise Learning and Talent Management 2011
  • BECKYThe disconnect here is that CEO’s are looking to their talent professionals to help create talent strategies and influence the business leaders that need to help support and execute the strategy, however many are skeptical that HR is prepared to do so.58% of line managers agreed with the statement: “HR lacks the capabilities to develop talent strategies aligned with business objectives.” 25% of HR professionals themselves concurred. Additionally, 60% of line managers and 51% of HR managers agreed that “HR is an administrative department, not a strategic partner.” Another study found that 42% of US organizations rated their HR professionals just “fair” or “poor” on basic business acumen. HR needs to play catch up real fast to carry out what is expected of them. They are looking for development opportunities to help them fulfill the role of a business-driven HR professional. CEO’s have suggested for HR to spend time outside the HR function to gain exposure of other businesses and functions. CEO’s are asking HR professionals to “behave and think more like colleagues with profit-and-loss responsibilities”. The good news is that more companies have appointed a talent management executive to help lead the charge. 30% of organizations (up from 21% in 2008) now have dedicated talent management professionals. HR professionals are looking for development opportunities to improve their business acumen and are looking to outside vendors to help.Source: Bersin’s Enterprise Learning and Talent Management 2011Bersin’s Talent Management Factbook 2010Deliotte: Talent Edge 2020: Blueprints for the New NormalKorn/Ferry Institute: Business Today Demands a Comprehensive Talent Strategy – Can HR deliver?
  • BECKYOne of the major challenges faced by HR professionals is finding good talent and retaining that talent. Workforce skills are low. Many years of starving public education have created a workforce with fewer technical and professional skills than in previous decades. Companies are building internal academies and professional development programs, in addition to partnering with academic and for-profit education institutions. Too many managers today – at all leadership levels – lack a solid foundation of business acumen. Without it, they can’t accurately assess the competitive landscape and connect their day-to-day decisions and actions with key financial and strategic performance goals. As a result, business acumen training is becoming a vital component of workforce learning and development, and it is finding its way into management curricula at top companies and universities.
  • To add to the challenges HR is facing, it is difficult to keep employees engaged and retain top talent for years to come. HR professionals and talent managers have their work cut out for them.(read stats above)Turnover in 2009 averaged 12% (US) – 6% was voluntary turnover. A decline from 2008 (10%)
  • BECKYHowever HR professionals see the value and the impact of having a strategic business driven talent management system. According to Bersin & Associates, companies with STRATEGIC business driven talent management report: 50% less turnover among high performers 29% higher scores on employee engagement 36% higher scores on leadership development 41% higher scores on creating a pipeline of ready successors.compared to companies in level2 – standardized talent management processes.After seeing these numbers, organizations are building a case to be more invested in talent management. Most orgs are not at the “strategic” level of talent management. Only 7% of orgs reach this level. Another 65% are somewhere in the middle and 7% indicate they don’t have this practice in place at all.
  • BECKYAs HR professionals are more business-driven in creating talent strategies, one area they are looking at is diversity.Diversity used to be defined by discussing the differences between race and gender. Today this covers age, culture, personality, skills, training, educational background and life experiences. Diversity among viewpoints leads to innovative thinking which is considered a necessity to emerge from the worst economic crisis in decades, especially among senior management. A culturally diverse workforce is expected to continue to gain steam. Currently, several Fortune 100 companies have foreign-born CEO’s. Also, the executive pipeline is very international. MBA programs are filling their classes with more foreign students than ever before. In fact, Businessweek’s Top 10 MBA programs in the US average 38% international students. These are the next generation of leaders that will be recruited by Fortune 100 companies.  About one-fifth of leaders had multinational responsibilities. Another report cites as much as 25% of the U.S. workforce is now foreign-born and that virtual team members are likely to be located all over the world. With baby boomers retiring and 4 generations in the workplace, diversity of age is important.  Although it is challenging to measure the business results of a cross-cultural workforce and diversity training, there is no question that leading global companies produce innovative products, services and business models as a result of leveraging diverse perspectives.  To be clear, this trend does not actually suggest a training program on dedicated to diversity, but instead it needs to be embedded in our thinking and design of products, programs and services.Bloomberg Businessweek – Why Leadership Teams Must Be Global - February 8 2010New York Times – Going Global, Stateside – March 8 2010 Ernst & Young – The new global mindset – 2010 IBM – Capatalizing on Complexity: Insights from the Global Chief Executive Officer Study - 2010DDI - Global Leadership Forecast 2008/2009 Culturally Sensitive Global Managers: Are We There Yet?Expatriate Failure – Global Human Resource Management – Dr. Carol Reade Bus 187The struggle to evaluate expat ROI (15/09/2004) – Cranfield’s Centre for Research into the Management of ExpatriatismBrookfield Global Relocation Services – Global Relocation Trends – 2010 Survey Results  
  • PAULA(Bersin, UK Talent Management Factbook 2010.) “Without leadership development, the bench strength of an organisation becomes weak and leadershippipelines are truncated –putting the company at significant risk.” (From The HBR Agenda 2011)“Leadership—specifically leadership development—is vital to succession planning. That’s why I’m working with boards and CEOs to craft a more rigorous process and put it into action.” A.G. Lafley,former CEO and chairman of Procter & Gamble.You may remember that we talked about Leadership Development being a priority last year. The good news is that LD is still a top priority for organizations. As Mike said, it makes up 22% of training budget spending. What’s new this year is that the audience, focus and critical skills of leadership development have changed.
  • PAULANew audiences – now that the economy is improving and companies are trying to grow, they are realizing that they need leadership at all levels, not just at the top. Not just leadership for senior level managers, now need development for emerging leaders, hi pos, multiple generations to enact talent strategies and improve talent mobility. Leadership for All Human Resource Executive (12/07/10) O'Brien, MichaelMost people view companies' leadership-development programs as something set aside for a few talented people whose status will likely rise within the hierarchy. But a new survey by the American Management Association (AMA) and the Institute for Corporate Productivity found that nearly one in 10 employers have leadership-development programs that are open to all employees. The survey comprised 939 senior-level business, human resource, and management professionals. Sandi Edwards, senior vice president for AMA's Corporate Learning Solutions, said leadership-development programs that are selective tend to be more practical and effective. "Not only does it leverage limited development dollars, but it may also serve as an incentive for mid-level people who want to be included on the fast-track to more expanded roles," she explains. Edwards adds that smaller organizations are more likely to have open leadership-development programs. Organizations that have restricted programs should offer other development opportunities, she says, such as functional-skill training that enhances job performance in various areas. IMPACT Group CEO and president Lauren Herring says open programs might be beneficial to companies as workforces become flatter because talent can come from anywhere. "Imagine any organization which embodies a workforce with a common knowledge base, language, and expectation of what leadership in a company means and how it is demonstrated ... that has the potential [to be] a productive, high-morale and engaged organization," she says.Mention Leadership Fundamentals
  • PAULAFrom Bersin’s Enterprise Learning and Talent Management 2011:Gaps in the leadership pipeline have increasedAs baby-boomers start to retire or move into less demanding positions, professionals in their 30s and 40s are eager and ambitious to take the lead.Organizations are focusing heavily on “emerging leaders” programs to help identify young leaders, empower them to run major businessFrom Global Trends Briefing Dec. 2010Focus on creating the next generation of leaders: Deloitte’s 2020 Talent survey, published in December 2010, asked executives what talent concerns would be among the most important in the next three years. Faced with an impending bulge of baby boomer retirements, 38% listed developing leaders and succession planning, narrowing this down to their single most pressing issue, which was leadership development. 71% of respondents expect to increase the focus on developing high‐potential employees and emerging leaders in the next three years. The biggest challenges in developing this next generation of leaders will be for companies to recognize how the different generational characteristics will impact recruitment and engagement of talent, plus finding creative ways to turn the potential for inter‐generational conflict into positive use of diversity.(From The Talent Management Imperative: Fueling China’s Business Growth)Key Finding: Developing leaders and employees is the greatest challengefacing Chinese organizations now and in the future.The survey conducted as part of this study revealed the following as the top three talent relatedpriorities for Chinese organizations in 2010-2011. These challenges indicate thatthere are bottlenecks that are likely to impede the further growth and evolution ofChinese organizations:• Developing leaders and employees for key future roles (3.5 years from now).• Retaining top talent.• Developing the leadership skills of existing managers.The good news is that the majority of organizations are aware of the mounting difficultiesand challenges but are uncertain about how to address the gap between their currenttalent management situation and their talent needs.
  • PAULAIBM STUDY: Change was biggest challenge in 04, 06, 08. In 2010 – complexity. 60% say they are experiencing a high level of complexity. 79% believe an increase in complexity in the next 5 years. Creative leadership is the most important quality needed to capitalize on complexityThose who selected creative leadership are much more prepared to innovate10-20% plan to innovate through business model changeFrom Bersin’s Enterprise Learning and Talent Management 2011:During 2010, there was a steady shift from cost-cutting toward a business focus on innovation, growth and new product development. IBM’s global CEO study (published in mid-2010) showed that “creativity” was one of the biggest concerns on the minds of business executives. From The HBR Agenda 2011“Singular, one-dimensional strategy is now outdated and risky. From a biological perspective, resilience means having multiple options for survival. Species that can emerge to address a need, for example, make ecosystems resilient. Certain companies—the big examples are Amazon, Apple, and Google—have avoided the one-strategy trap by relying on what I think of as “permission to innovate.” They’ve magnified anticipation of and tolerance for innovation among their customers, partners, employees, and stockholders and managed to sustain it over time. Permission to innovate makes these companies tremendously good at deploying multiple strategies for growth. It allows them to create credible offerings in adjacent markets and to be forgiven for and learn from mistakes.”Tim Brown,CEO and president of the global consultancy IDEO
  • SEAN58% of training is face-to-face.Although delivery methods have changed substantially over the lastseveral years, they remained fairly constant from 2009 to 2010. Fifty eightpercent of training hours were delivered in face-to-face classroomsin 2010, down from as high as 70 percent in 2005. Although formalclassroom training has declined, it remains the most dominant mode offormal delivery – and we expect it to stay that way for the foreseeablefuture. Despite predictions to the contrary, the classroom is by no means“dead.” Its still the dominant mode of delivery.
  • SEANThe American Society for Training and Development (ASTD) defines e-learning as a broad set of applications and processes which include web-based learning, computer-based learning, virtual classrooms, and digital. Much of this is delivered via the Internet, intranets, audio- and videotape, satellite broadcast, interactive TV, and CD-ROM.The American Society for Training and Development (ASTD) also stated that 37 percent of training hours in 2009 involved electronic technology, and 28 percent was done online, up from 23 percent in 2008. At the same time, live, face-to-face interaction for company training dropped to 59 percentResearch by Bersin & Associates shows a trend, finding that between 35 percent to 40 percent of all training hours are now done electronically, and online solutions have increased 4 percent to 5 percent in 2010.
  • SEANaccording to Jeff Cobb, managing director for Tagoras (Management Consulting Firm located in North Carolina)The Internet looks to be the choice for most major corporate training programs. It is easier to deliver, cheaper to maintain and update, and provides better interactivity and course re-direction compared to other educational methods. Online learning is projected to become a $110 billion per year industry within five years.
  • SEAN5 Biggest Benefits of coaching are:Improving performanceMotivationTeam cohesionConflicts and Employee retentionThe coaching industry is currently estimated to be about $2 billion in annual revenues, with about 50% generated in the United States. 55% of coaching providers expect growth of at least 21% and 45% expect growth to exceed 30%. The number of coaches worldwide has grown significantly in the last two years with estimated numbers totaling from 30,000 to 50,000. The majority are located in the United States.  Coaching is one of the solutions to help companies develop their employees on a 1:1 basis.(Talent Management Factbook)Lowest ratings by companies: developing employees; developing great leaders; planning our future talent needs; having a pipeline of ready successors; building career paths for critical employees. Just 10% - 16% of companies rated themselves high in this area. Sources: Coaching Industry Report 2010 compiled by Chapel Hill North for CCL; The 2010 Executive Coaching Survey, The Conference Board; Coaching: The Bedrock for Employee Development, Bersin & Associates, May 2010. EFMD Survey-Coaching and Mentoring in Europe
  • ALEXFormal vs. Informal LearningA recent study conducted by Bersin and Associates showed that 20 percent of on-the-job skills are learned through formal training. That means that about 80 percent of all organizational learning occurs informally. This supports the idea that high-performing organizations have cultures that foster informal learning activities. Formal learning has a formal structure and specific, well-defined learning objectives. Whereas informal learning is unplanned and generally happens without guidance or a significant amount of formal instructional design. Informal learning is also referred to as a continuous learning environment. One of the challenges facing the leadership development industry today, lies in capitalizing on informal learning activities. We are starting to see organizations take the initiative of blending formal and informal learning activities. This is where the idea of a Learning Architecture starts taking shape. It basically involves the integration of different approaches to learning so as to create an environment that adapts to the needs of the individual learner as well as those of the overarching organization. So for example, through the use of an organizations’ LMS it would be possible to integrate a leadership development program, which is a a formal learning activity, with a social networking component, in order to provide follow up for the program. There you would be integrating learning programs with on-demand informal training, through the use tools and technology. From Bersin’s Corporate Learning Factbook 2011 and Bersin’s Defining Informal Learning: A Taxonomy for Describing How Most Learning Happens in Today’s Organizations:
  • ALEXIts possible to define informal learning as having three different components. The first one is On-demand learning, which refers to learner-led activities. It includes the use of E-Learning, Search, Books, Articles, Videos, Podcasts. Notice that E-learning may be considered a formal or informal learning tool, as the learning that takes place through its use may be more or less structured, depending on its design. The second category of informal learning is Social, and it refers to different ways in which people can learn from each other. It includes learning activities such as the use of Wikis, blogs, and forums….social networks, and communities of practice. A recent study conducted in the US indicated that communities of practice are actually the most popular social learning tool in companies of all sizes. The basic premise of this approach lies in creating online communities in which people with similar interests can share ideas on specific topics. The third category is that of Embedded learning, which includes all of the learning that takes place as part of work itself. It includes the use of feedback, after action reviews, development planning, and quality circles just to mention a few. 30% of U.S. companies spent money in 2010 on informal learning tools or services. Although spending is fairly low today, it is expected that this investments will increase considerably in the coming years as companies focus on building their informal learning capabilities in order to blend them with formal approaches, and therefore creating a balanced and integrated approach to learning.
  • ALEXI am sure that we are all very familiar with social networks. Social network applications allow users to build connections with a network of other users. Through these networks people can look for new contacts, create groups, share interests and ideas, communicate with each other via chat, or even engage in video conferencing. There are literally thousands of activities that can be performed through these platforms. Social networking is best known for the consumer-oriented sites such as Facebook and LinkedIn, but organizations are increasingly adapting their use in order to enhance organizational productivity. Rather than being seen as a waste of valuable employee time and resources, organizations are starting to use versions of these platforms in order enhance business performance. Companies like SuccessFactors, a fast-growing HRMS provider, are starting to incorporate social networking capabilities in their products, as noted by successFactors acquisition of CubeTree, a social networking provider that has developed a very successful social networking platform for use in organizational contexts. The use of enterprise social software leads to rapid and agile collaboration, information sharing,and integration capabilities in the organization. 13 percent of U.S. organizations said they use social networking to facilitate learning. A number that is likely to increase in the upcoming years.
  • ALEXThe use of devices such as Smartphones or other mobile devices such as the iPad can help deliver learning content for coaching and mentoring, conduct assessments, provide on-the-job support and access to information, education and references, deliver podcasts, update alerts, and help complete forms and checklists on demand. In these ways, mobile learning can enhance and support more traditional learning modes, making it more portable and accessible.
  • ALEX-In 2010 Amazon sold more than $1 Billion through mobile devices.-Lee Hecht Harrison launches industry’s first search and apply job iPhone app - “As I think about Google’s strategic initiatives in 2011, I realize they’re all about mobile.” Eric Schmidt, CEO of Google (From “The HBR Agenda” 2011)From Global Trends Briefing 2010Mobility is everywhereResources, people, products and services, capital, knowledge, beliefs, opinions and more. Data has become a deluge, information can be “tweeted” globally in minutes, and an ever‐expanding array of digital media competes for our time. As mobility expands, time is being compressed. Organizations able to manage the dynamics of this mobile time machine will have an advantage.NOW…Social media time spent:Over half a billion people are on Facebook and 200 million of them use it on their mobile phone. 175 million Twitter users tweet 95 million times a day (Sept. 2010) while 2 billion videos are watched daily on YouTube and 14 hours of video is uploaded to the site every minute. Time spent on social network and blogging sites is growing at over three times the rate of overall Internet growth, and Nielsen estimates that time spent on social networking sites (home and work) increased from 3.5 hours to 6 hours between March 2009 and March 2010. Look out for…More organizations seeking “quiet time”: No email days have been around probably even 5 years as companies sought to help employees counter the daily deluge which impacts productivity – and build relationships face to face and through conversation. The idea of quiet time has been around since school days for many, and now is being extended in more and more companies, including IBM, Intel, U.S. Cellular and Deloitte & Touche, as the sources of information bombardment and interruptions increase (smartphones, internet, tablet PCs etc.)Tools to help people overwhelmed by choice and multitaskers: Research suggests that (a) too much choice tires the brain and results in poorer decisions, and (b) heavy media multitaskers do not pay attention, control their memory or switch from one job to another as well as those who prefer to complete one task at a time.COMPETITION: Social media: Everyone has twitter; AMA offering classes on web 2.0 and social media and the proactive manager, youtube, facebook, twitter, 20 best leadership blogposts in 2010, streaming twitter, dig, myspace, blogger, stumbleupon, messanger, aim, blog, HBS personal & professional – execs cant ignore social media; mobile sites (access from smartphone), more classes – developing leaders for web 2.0; social networking and your e-reputation
  • 11 training trends in 2011 final

    1. 1. TOP<br />11<br />Trends for 2011<br />a forecastfor the training market<br />Global Marketing Strategy<br />February 2011<br />
    2. 2. global marketing strategy team<br />
    3. 3. Agenda<br />TOP<br />11<br />Economic Update – Mike<br />HR & Talent Management Trends – Becky<br />Leadership Development Trends – Paula<br />Formal Learning Trends- Sean <br />Informal Learning & Mobile Trends – Alex<br />Wrap Up & Questions <br />
    4. 4. TOP<br />11<br />HOLD UP! before…<br />Let us <br />catch <br />you up.<br />
    5. 5. The New Global Economy<br />Low economic growth in U.S. and Europe<br />Strong growth in India and China <br />Shift in power to emergent economies<br />Globalization of HR and learning and development<br />Source: Bersin & Associates, Enterprise Learning and Talent Management, 2011<br />
    6. 6. Training budgets saw a slight increase in 2010<br />2008<br />2009<br />After double-digit budget<br />cuts in 2008 and 2009,<br />training spending rose<br />2% on average, in 2010.<br />Source: Bersin & Associates, Corporate Learning Factbook, 2011<br />
    7. 7. Training budgets have rebounded more quickly in small companies<br />Source: Bersin & Associates, Corporate Learning Factbook, 2011<br />
    8. 8. Some industries fared better than others for training budgets <br />Technology<br />Healthcare<br />Retail<br />Manufacturing<br />Banking<br />Financial Services<br />Government<br />Net increases of 4% or more<br />Net decreases of 4% - 7%<br />Source: Bersin & Associates, Corporate Learning Factbook, 2011<br />
    9. 9. Leadership development is the biggest expenditure in training budget<br />In 2010, <br />leadership development accounted for 22% of the organization’s total training budget.<br />9<br />Source: Bersin & Associates, Corporate Learning Factbook, 2011<br />
    10. 10. Learning Executives Confidence Index (LXCI)<br />The confidence and outlook of learning executives is improving - signifying increased funding for workplace learning expenditures<br />
    11. 11. European Foundation for Management DevelopmentDeans and Directors General SurveyJune 2010<br />Executive education results were mixed in 2010<br /><ul><li>41% reported an increase in open programs, while 20% remained steady
    12. 12. Custom programs saw one-third increase, while one-third remained steady</li></ul>Expectations for 2011 are very positive<br /><ul><li>66% of respondents expect an increase for open programs
    13. 13. 65% expect an increase for custom programs</li></li></ul><li>TOP<br />11<br />Trends <br />for 2011<br />a forecastfor the training market<br />
    14. 14. 1<br />Business-Driven HR is necessary<br />Business-<br />Driven HR<br />Integrated Talent Management<br />Strategic HR<br />Personnel Department<br /><ul><li> Differentiate & Segment Talent
    15. 15. Plan for the Future
    16. 16. Globalize the Workforce & HR
    17. 17. Integrate with the Business</li></ul>Source: Bersin & Associates – Enterprise Learning and Talent Management 2011<br />
    18. 18. 42% of my colleagues rated me just “fair” or “poor” on basic business acumen. <br />60% of my colleagues believe HR is an administrative department, not a strategic partner.<br />58% of my colleagues believes HR lacks the capabilities to develop talent strategies. <br />HR 2011<br />Sources: Bersin & Associates – Enterprise Learning and Talent Management 2011; Talent Management Factbook 2010; Deloitte: Talent Edge 2020; Korn/Ferry Institute: Business Today Demands a Comprehensive Talent Strategy <br />
    19. 19. Good talent is hard to find…and retain.<br />2<br />Today’s workforce has “fewer technical and professional skills than in previous decades”<br />Source: Bersin & Associates – Enterprise Learning and Talent Management 2011<br />
    20. 20. 1 in 3 high-potential employees admits to not putting all his effort into his job<br />1 in 4 believes he will be working for another employer in a year<br />1 in 5 believes her personal aspirations are quite different from what the organization has planned for her<br />Source: Harvard Business Review – How to Keep Your Top Talent<br />
    21. 21. Companies with <br />strategic business driven talent management:<br /><ul><li>50% less turnover among high performers
    22. 22. 29% higher on employee engagement
    23. 23. 36% higher on leadership development
    24. 24. 41% higher on creating a pipeline of ready successors.</li></ul>Source: Bersin & Associates – Enterprise Learning and Talent Management 2011<br />
    25. 25. 3<br />Diversity is redefined.<br />Diversity is about age, culture, personality, <br />skills, training, educational background and life experiences.<br />…………………… <br />Diversity among viewpoints leads to innovative thinking.<br />
    26. 26. Leadership development is stilla top priority.<br />4<br />Top Priority:<br />Leadership Development<br />“Leadership development—is vital to succession planning.”<br />22% of training budget<br />Develop <br />Hi-Pos<br />Leadership at all Levels<br />
    27. 27. NEED: <br />Leadership at all levels <br />
    28. 28. FOCUS: <br />Creating the next generation of leaders<br />
    29. 29. Innovation&Creativityare critical leadership qualities <br />5<br />
    30. 30. 6<br />Face-to-face training reigns.<br />58% <br />of training is <br />face-to-face.<br />
    31. 31. E-learning EXPLODES<br />7<br />E-learning will see the strongest growth <br />(15%)<br />especially for lower leader levels in the organization.<br />Source: Bersin & Assoc – Corporate Learning Factbook January 2010<br />
    32. 32. 90% of surveyed organizations said that they are using online learning programs or plan to in the next 12 months<br />
    33. 33. 8<br />Coaching market is growing.<br />
    34. 34. 9<br />Informal learning becomes mainstream.<br />Source: Bersin & Associates, 2009<br />
    35. 35. Three categories of informal learning<br />
    36. 36. 10<br />Clients and Competitors Leverage Social Networking <br />In addition to the popular social networking sites such as Facebook and LinkedIn, organizations are beginning to implement enterprise social networks<br />
    37. 37. 11<br />Mobile Learning is <br />on the Move<br />CCL DASHBOARD<br />
    38. 38. Mobility is Everywhere<br />
    39. 39. In summary<br />TOP<br />11<br />Business-Driven HR is necessary.<br />Good talent is hard to find…and retain.<br />Diversity is redefined.<br />Leadership Development is still a top priority.<br />Innovation & Creativity are critical leadership qualities.<br />Face-to-face training reigns. <br />E-learning explodes.<br />Coaching market is growing.<br />Informal learning becomes mainstream.<br />Clients and competitors leverage social networking.<br />Mobile learning is on the move.<br />
    40. 40. questions?<br />TOP<br />11<br />