Benchmark report reveals trends in corporate learning and development

2016 ◽  
Vol 48 (5) ◽  
pp. 225-230 ◽  
Author(s):  
Bob Little
Keyword(s):  
Business Performance ◽  
Cost Effective ◽  
Learning Technologies ◽  
Business Leaders ◽  
Learning Climate ◽  
Learning And Development ◽  
Content Type ◽  
Corporate Learning ◽  
Customer Care ◽  
The Many

Purpose – An outline of the 2015-2016 industry benchmark report produced by Towards Maturity, a benchmarking research company that provides independent advice and support to help organisations use learning technologies to accelerate business performance. The purpose of this paper is to examine the report and highlights some of the key findings from the research – and the conclusions drawn. Design/methodology/approach – A report, making use of research data from more than 600 learning and development (L & D) professionals in 55 countries and inputs from 1,600 learners. It also sets out comments and conclusions by those closely involved in the research. Findings – Among the many findings contained in the report are that: L & D professionals have high aspirations for their role; top performing organisations actively support the self-directed learner, as well as equip their L & D teams to cope with and lead change; evidence from top performing organisations highlights that business leaders now expect more – and different – things from their L & D professionals; and all L & D professionals are responding to the changing corporate learning climate by looking to improve their: efficiency; processes; organisational productivity and engagement; business responsiveness and learning culture. Research limitations/implications – As with all surveys – even those, like this one, which include a significant sample – this report is only as valuable as those surveyed are representative of the L & D sector and of corporate learning. However, the benchmarking survey covers 55 countries and over 2,000 people. Practical implications – This is the 12th year of the Towards Maturity benchmarking study, so this year’s data rests on a wealth of previous data – to provide information on trends in learning and L & D. Moreover, the study’s results show how L & D is changing in its relationship with businesses and business leaders – and how this needs to develop further. Social implications – For L & D professionals, taking advantage of benchmarking – and applying the lessons of research such as those revealed by Towards Maturity – can result in: lower costs – through discovering more cost-effective processes and systems; improved quality in terms of such things as products, services and customer care; and increasing sales and profits – through understanding how to improve functions, operations, products, services, pre- and post-sales customer care, as well as lower costs. Originality/value – No organisation other than Towards Maturity carries out a benchmark survey such as this.

Reflecting on over a year of remote training, and where businesses must go from here

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolas Kairinos
Keyword(s):  
Employee Engagement ◽  
Business Leaders ◽  
Full Time ◽  
Remote Work ◽  
Learning And Development ◽  
Content Type ◽  
Remote Training ◽  
Training Schemes ◽  
The Uk ◽  
Full Time Employment

Purpose The study aims to explore how businesses across the UK have adapted to over a year of remote training, and where there is room for improvement as long-term hybrid working plans are put in place. The study also uncovers what digital tools businesses have relied on to deliver learning and development initiatives during remote working, and their effects on employee engagement and experience. Design/methodology/approach An independent body of research was commissioned among 750 UK business leaders and 1,235 UK adults in full-time employment. Findings The research found that while the majority of businesses were able to leverage digital solutions during extended periods of remote work, significant numbers found it difficult to train and develop employees remotely, with many employees dissatisfied with the outcomes. Originality/value The research offers some valuable insights for business leaders looking to improve their training schemes as workplaces settle into new patterns of working.

The role of curiosity in workplace automation

2019 ◽  
Vol 34 (6) ◽  
pp. 29-32
Author(s):  
Alison Horstmeyer
Keyword(s):  
Artificial Intelligence ◽  
Cognitive Skills ◽  
Cost Effective ◽  
Technological Advancement ◽  
Learning And Development ◽  
Content Type ◽  
Effective Strategies ◽  
Skill Gaps ◽  
Development Professionals ◽  
Learning Professionals

Purpose This paper describes the ways automation and artificial intelligence are shifting the business landscape and how learning professionals can use curiosity to enhance their own and their organizations' success. Design/methodology/approach A review of theory and research on automation and artificial intelligence, curiosity, and learning and development challenges was conducted. Findings Although technological advancements are already transforming the workplace, the optimal benefits of these technologies will be realized only in collaboration with human capital. In particular, as certain manual and technical skills are replaced by automation, the jobs that remain will require more highly developed social and cognitive skills such as creative problem solving, interpersonal skills and empathy, and adaptability and continuous learning. Practical implications Learning professionals are encouraged to use strategies that leverage the power of curiosity to cultivate the soft skills critical for success in technologically advanced workplaces. Originality/value Technological advancement creates an ever-changing organizational and learning landscape for employees and development professionals. Cost-effective strategies are needed to close the growing skill gaps that result. Curiosity is a helpful tool for growing needed competencies.

Design of experiments – overcome hindrances and bad practices

2019 ◽  
Vol 31 (5) ◽  
pp. 772-789
Author(s):  
Nuno Costa
Keyword(s):  
Design Of Experiments ◽  
Business Performance ◽  
Cost Effective ◽  
Content Type ◽  
Designed Experiments ◽  
Effective Manner ◽  
Technical Competencies ◽  
Design And Manufacturing ◽  
Practical Implications ◽  
Durability Performance

Purpose The purpose of this paper is to address misconceptions about the design of experiments (DoE) usefulness, avoid bad practices and foster processes’ efficiency and products’ quality in a timely and cost-effective manner with this tool. Design/methodology/approach To revisit and discuss the hindrances to DoE usage as well as bad practices in using this tool supported on the selective literature from Web of Science and Scopus indexed journals. Findings A set of recommendations and guidelines to mitigate DoE hindrances and avoid common errors or wrong decisions at the planning, running and data analysis phases of DoE are provided. Research limitations/implications Errors or wrong decisions in planning, running and analyzing data from statistically designed experiments are always possible so the expected results from DoE usage are not always 100 percent guaranteed. Practical implications Novice and intermediate DoE users have another perspective for developing and improving their “test and learn” capability and be successful with DoE. To appropriately plan and run statistically designed experiments not only save the user of DoE from incorrect decisions and depreciation of their technical competencies as they can optimize processes’ efficiency and products’ quality (reliability, durability, performance, robustness, etc.) in a structured, faster and cheaper way at the design and manufacturing stages. Social implications DoE usefulness will be increasingly recognized in industry and academy and, as consequence, better products can be made available for consumers, business performance can improve, and the link between industry and academy can be strengthened. Originality/value A supplemental perspective on how to succeed with DoE and foster its usage among managers, engineers and other technical staff is presented.

Training the world: using archetypes to create a practical global learning strategy

2015 ◽  
Vol 47 (1) ◽  
pp. 8-14
Author(s):  
Richard Mesch ◽  
Stacie Comolli
Keyword(s):  
Small Businesses ◽  
Learning Strategy ◽  
Cost Effective ◽  
Global Learning ◽  
Content Type ◽  
Corporate Learning ◽  
Cultural Preferences ◽  
The World ◽  
Cultural Preference

Purpose – The purpose of this paper is to define a new methodology for designing corporate learning for a global audience and to provide a case study of that methodology in action. The Global Learning Archetypes approach adapts well-established cultural preference models and combines them with insightful learning models. The result is three primary Global Learning Archetypes and six secondary archetypes that allow training to be designed once and used around the world. Design/methodology/approach – The Global Learning Archetype approach was created by evaluating well-established global cultural preferences models, integrating them with a proprietary learning criteria model, and developing a model for rapidly and cost-effectively creating learning for multiple geographies. Additionally, a case study illustrates both the challenges and successes when implementing this model in a large global corporation. Findings – Most organizations create global learning either by creating content in their “home” location and then adapting it for other locations, or by distributing a single version of content and trusting local facilitators to provide context for it. The first method is expensive and time-consuming; the second method is risky and unreliable. The Global Archetype method provides for creating learning interactions that are appropriate for multiple geographies in a single effort. Practical implications – Most large organizations are global, and smaller organizations increasingly have a global footprint. According to Fortune Magazine, the Fortune Global 500 are headquartered in 37 different countries and do business in over 150 different countries. An Institute for the Future/Intuit study notes that by 2018, half of all US small businesses will be involved in international trade. CSA Research observes that businesses spend about US$31 billion a year on localization. A method for providing global learning in both an impactful and cost-effective way is clearly necessary. Originality/value – The Global Learning Archetypes method is comparatively new, but it draws from well-established and well-vetted content on worldwide cultural preferences and on effective learning criteria. As such, it is a valuable synthesis of the proven and the innovative. Far more than a conceptual model, the Global Archetypes have been used by some of the largest organizations in the world; a case study of one such implementation is provided in this paper.

Vaccine manufacturer’s role in the global vaccine enterprise

2017 ◽  
Vol 22 (3) ◽  
pp. 161-166 ◽  
Author(s):  
Daniel M. Gordon ◽  
Corwin A. Robertson
Keyword(s):  
Process Development ◽  
Health Management ◽  
Effective Means ◽  
Cost Effective ◽  
Research Process ◽  
Content Type ◽  
Production And Distribution ◽  
Basic And Applied Research ◽  
The Many

Purpose The purpose of this paper is to describe the role of the vaccine manufacturer in the global vaccine enterprise. Design/methodology/approach Narrative review. Findings Pharmaceutical companies involved in the vaccine enterprise play critical and often unrecognized roles in the global health management arena. In addition to the obvious role of vaccine production and distribution, companies are often involved in the identification of infectious agents for which vaccines may be of benefit, basic and applied research, process development, pre-clinical and clinical evaluations of vaccine candidates, as well as continuous post-licensure safety monitoring efforts. Vaccine manufacturers interact with health and regulatory agencies, academia and agencies interested in supporting cost-effective means of vaccine distribution to areas most in need of life-saving vaccines. Originality/value This review provides the reader with an understanding of the many roles of the manufacturer in the global vaccine enterprise.

Participation and conflict between local community and institutions in conservation processes

2019 ◽  
Vol 9 (2) ◽  
pp. 134-148 ◽  
Author(s):  
Giuseppe Cina’ ◽  
Merve Demiröz ◽  
Qi Mu
Keyword(s):  
Local Community ◽  
Cost Effective ◽  
Structured Interviews ◽  
Content Type ◽  
Social Actors ◽  
The Public ◽  
Study Approach ◽  
Historic Centre ◽  
The Many ◽  
Historic Cities

Purpose The purpose of this paper is to argue the many ways in which the conservation and revitalisation processes in Novara carried out over several decades are representative not only of the Italian approach to urban conservation but also of the fruitful relationship between institutional and social bodies. Design/methodology/approach Through an exploratory study approach, this paper illustrates how social actors contributed to the conservation process of Novara Old Town, and documents the regeneration of two historic complexes, the Castle of Novara and Casa Bossi. To do so, it drew upon content analyses of the official reports and planning tools and a set of semi-structured interviews conducted with the representatives of the community organisations and the Municipal Planning Board. Findings The study demonstrates the effectiveness of a third actor whose double role entails cooperation and conflict. The participatory approach applied in these two heritage complexes has proved to be cost-effective because it is inherently able to effect “planning in the public domain” and address socially sustainable outcomes. Originality/value The Italian approach to the conservation of historic cities has been widely acknowledged as a “good recipe” in the international context. However, little attention has been paid to how this success story depends on a unique relationship between public bodies and local communities. To fill this gap, the paper shed light on the historic centre of Novara and two particular heritage complexes in terms of the relations of different actors in conservation and regeneration processes.

The impact of social media on L&D: and what we should be doing about it

2014 ◽  
Vol 28 (6) ◽  
pp. 3-5
Author(s):  
Nigel Paine
Keyword(s):  
Social Media ◽  
Design Methodology ◽  
Personal Knowledge ◽  
Learning And Development ◽  
Content Type ◽  
Knowledge Framework ◽  
The Past ◽  
Corporate Learning ◽  
The Impact

Purpose – This article aims to provide a succinct summary of the actions learning and development (L&D) professionals should take to get involved in and make the most of social media, both for themselves and their organizations. Design/methodology/approach – This viewpoint is based on the author’s book published in 2014, which explores how corporate learning has changed in the past five years and what the big trends are currently. Findings – Social media is here to stay and will continually reinvent itself at perhaps even greater speed. L&D professionals in particular must quickly learn to embrace the technology to assist learners to build a personal knowledge framework and thereby assure their usefulness and enduring competence. Originality/value – By embracing social media you create an enabling and facilitating model, which shifts the burden of responsibility firmly onto the learner.

Increasing diversity, awareness, and inclusion in corporate culture: investigating communities of practice and resource groups among employees

2018 ◽  
Vol 32 (6) ◽  
pp. 19-21
Author(s):  
Kelly Dutton
Keyword(s):  
Communities Of Practice ◽  
Corporate Culture ◽  
Business Leaders ◽  
Learning And Development ◽  
Diversity Awareness ◽  
Content Type ◽  
Customer Base ◽  
Pertinent Information ◽  
Employee Resource Groups ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Diversity is increasing and there are huge benefits to organizations in supporting this, both for their employees and their customer base. A means of providing support to employees is the creation of employee resource groups (ERGs) which provide a safe community to discuss issues, have a voice, increase visibility, and receive learning and development opportunities, both formally and informally. ERGs can raise awareness throughout the organization to non-members and business leaders alike, reducing stereotypical thinking and increasing integration. This has wider benefits in terms of reducing employee turnover and creating an inclusive, productive workforce. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information, and presenting it in a condensed and easy-to-digest format.

Learning isn’t changing

2015 ◽  
Vol 47 (6) ◽  
pp. 330-335
Author(s):  
Bob Little
Keyword(s):  
Learning And Development ◽  
Discussion Paper ◽  
Content Type ◽  
Corporate Learning ◽  
Current Trends ◽  
Development Professionals ◽  
E Learning ◽  
Time Availability ◽  
To Come ◽  
The Uk

Purpose – An exploration of what’s changing – and what is not – in the world of corporate learning. The paper aims to discuss this issue. Design/methodology/approach – Discussion paper with special reference to the report “A Review of the e-learning markets of the UK, EU and China 2014”, published by Learning Light in 2014. Findings – Learning is not changing – but the need and the opportunities for that learning are expanding. What is changing in the learning world is not learning per se but delivery technologies – and also the relative importance in the overall learning delivery mix of this growing range of learning delivery technologies. Research limitations/implications – We’re standing on the shoulders of giants but we appear to be looking at an extremely foggy landscape. And, since we do not have “20/20 foresight”, our danger is that we spend our time “training to fight the last war” rather than “training to win the next war”. Practical implications – There are a number of technological factors as well as demographic factors that learning and development professionals need to take into account when designing and developing (online) learning materials. Social implications – As technology makes the work of subject matter experts more accessible, other factors – such as money or time availability – are likely to come into play to maintain some form of established intellectual elite. Originality/value – An attempt to discern some current trends and extrapolate them.

Best practices to ensure the maximum ROI in learning and development

2014 ◽  
Vol 46 (7) ◽  
pp. 400-405 ◽  
Author(s):  
Bob Little
Keyword(s):  
Return On Investment ◽  
Best Practice ◽  
Approaches To Learning ◽  
Learning Preferences ◽  
Learning And Development ◽  
Content Type ◽  
Corporate Learning ◽  
The Usa ◽  
Key Issues ◽  
Delivery Technology

Purpose – The purpose of this paper is to outline a practical approach to best practice in corporate learning and development (L&D) – within the context of measuring the return on investment (ROI) of any piece of learning. Design/methodology/approach – Report of a webinar, augmented with other research and observations. Findings – Employee development is at the top of CEO priority lists – at least in the USA. While there are a number of ways by which a learner can acquire the knowledge and skills to develop her/himself, there are four approaches to learning and development (L&D) activity particularly worth investigating from an ROI perspective. In terms of learning, size matters. Learning stands a better chance of being assimilated and applied if it is miniaturised – and adheres to five “best practice” strategies. Practical implications – Organisations can increase the effectiveness of their L&D activities – along with their return on investment (ROI) in learning if they follow five “best practice” strategies. These should be: Aligned to organisational objectives, Self-paced and learner-focused, Designed to embed learning into workflow, granular, bite-sized, chunked learning, Delivered via a multi-media approach – using a blend of video, graphics, audio, text and which is made available to the learner via a choice of delivery media to suit the learner's learning preferences, tastes and needs as well as the available delivery technology. Originality/value – As above. The paper also outlines some of the key issues in seeking to measure the ROI of learning objectively.

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