Trends in Training
This article predicts substantial change for the workplace performance profession and for workplace learning as a whole. The author forecasts that the higher education model of corporate universities will go away and will be replaced by learning that focuses on competitive strategy. An interview with Ellen Balaguer, managing director of Accenture Learning answers five questions on what the profession faces in the future.
T+D, v60 n1 January 2006
In the 2006 State of the Industry Report, the American Society for Training & Development (ASTD) finds that leading organizations increased learning investments in two key areas: annual expenditure per employee and learning hours. And, organizations’ investments in learning technologies are paying off through cost savings and efficiency gains as e-learning reaches a high level of sophistication.
ASTD estimates that U.S. organizations spend $109.25 billion on employee learning and development annually, with nearly three quarters ($79.75 billion) spent on the internal learning function, and the remainder ($29.50 billion) spent on external services.
The average annual expenditure per employee in BMF organizations increased to $1,424 per employee in 2005, an increase of 4.0 percent from 2004. Average expenditure per employee in BEST organizations was $1,616, an increase of 3.7 percent from 2004.
With the increased use and availability of technology, learning delivery is changing to meet the needs of learners who are in the field or out of a typical office setting. The rapid growth of podcasting as a delivery tool foretells the impact technology is having on learning. The authors discuss the benefits of mobile learning and the difference between mobile and e-learning.
T+D, v59 n12 December 2005
This article explains how four educational institutions have stepped-up to the plate as players to provide outsourcing for corporate training programs. These colleges and universities (public and private) have targeted specific markets and presented innovative business models. Delta College, a community college, offers training turnkey expertise which is flexible and meets the needs of clients such as Dow Chemical and GM. The New Jersey Institute of Technology (NJIT), the grandfather of the virtual classroom, offers technology-based solutions for companies such as Cardinal Health and the AFL-CIO. Duke University’s Corporate Education, a spin-off of the University’s Fuqua School of Business has found its niche in customized educational interventions to solve business problems for corporate clients. Apollo Publishing, an arm of the University of Phoenix, specializes in improving specific competencies by using its own academic materials and customized content.
T+D, v59 n7 July 2005
The Enterprise. This second article on the topic of centralized versus decentralized training functions identifies three components to consider when making this strategic decision—needs identification ( learner and organization), instructional design, and delivery. The experiences of companies such as Wyeth Laboratories, Cingular, and TIAA-CREF illustrate that both approaches work as does a combination. The important take-away from the article comes from Tamara Elkeles, Qualcomm—“Ultimately, for a decentralized or centralized approach to have real organizational impact, there needs to be effective communication and understanding of the business objectives and strategy, with a direct link back to learning to drive that strategy.”
T+D, v59 n7 July 2005
The Enterprise. This article reports on the trend toward centralized training functions. In the past, when companies had worldwide locations, it made sense to have decentralized training functions. Now with technological advances, the need for decentralized functions is gone. Additionally, centralized training functions provide consistent course materials. Companies such as Cendant Real Estate Franchise Group, Boeing, and Schwan Foods are among those companies that have moved to a centralized training function.
T+D, v59 n5 May 2005
This article explains how Harley-Davidson, Fidelity Investments, Symbol Technologies, and Symantec use learning to build trust with their customers. The end result is oftentimes increased product sales to clients who view the vendor-company as trustworthy.
T+D, v59 n3 March 2005
Trends. This article presents a conversation about the role of boards of directors in corporate learning initiatives. The article is an outgrowth of a series of NETg whitepapers on board imperatives. NETg worked with the Concours Group to identify 10 questions (included in the article) boards should ask about corporate learning.
T+D, v59 n3 March 2005
Elliott Masie asserts that ‘e-learning’ as it’s currently defined will eventually drop the ‘e’ and shift to the broader term ‘learning’ and at the same time shift focus from how training is presented to what is being learned. Masie introduces the phrase “learning decisions” which refers to holistic decisions about learning in organizations from products (such as an LMS or equipment) to outcomes (what does the company want the learner to be able to know or do differently). Masie believes this shift to focusing on “learning decisions” needs to come through learning professionals to the business leaders within an organization.
Learning Circuits, v6 n1 January 2005
