Factbook Shows Spending and Staffing Declines for Second Year |
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 The global economic recession made
2009 a difficult year for U.S.
companies and significantly impacted corporate learning.
Due to budget constraints, companies have cut training spending and staffing; eliminated programs (thereby reducing hours of formal training per employee); increasingly used informal learning methods such as coaching, mentoring, and social learning environments; and centralized training
operations.
The 2010 Corporate Learning Factbook, Bersin & Associates’ most popular annual study, analyzes a wide range of metrics for corporate training, including: budgets, expenditures per learner, cost per student hour,
program priorities, budget allocations, staffing sizes, staff to learner ratios, staff to total spending, learning technology usage and budgets, and outsourcing spending.
The 127-page study is based on data collected in survey conducted in July and August of 2009 in partnership with Workforce Management magazine.
The 2010 Corporate Learning Factbook looks at these key metrics over multiple years, with data spanning 2005 to 2009.
In addition to facts and statistics, this annual report contains extensive market analysis as well as guidelines on the use of this information for benchmarking your own organization.
This year’s research found:
- The U.S.
corporate training market shrunk from $56.2 billion in 2008 to $48.2 billion in 2009, a decline of 14%.
- Average training expenditures per employee (training budgets and
payroll) fell from $1,075 per learner in 2008 to $714 per learner in 2009.
- Many organizations shed jobs in 2009.
The median L&D staff fell to 6.2 training staffers per 1,000 learners, down from 7.0 per 1,000 in 2008.
- After a decline in 2008, the percentage of training funds directed
toward leadership development rebounded to 24%.
Karen O'Leonard, primary author of the study, will discuss findings and
offer benchmarking guidance in an upcoming member roundtable, Benchmarking Your L&D Organization: A Hands-On Session, scheduled for Tuesday, February 2 at 2:00 p.m.
ET.
Register today.
Be sure to join us for IMPACT 2010:
The Business of Talent®, April 6-8 in St.
Petersburg, FL.
Karen O’Leonard will present detailed learning and talent metrics in Benchmarks & Trends in Corporate Learning and Talent Management.
This session will highlight data from both the Corporate Learning Factbook and Talent Management
Factbook, and will include examples and best practices from high-impact organizations to help you shape future learning and talent strategies.
Download the conference agenda today.
For more information, download the executive summary of the 2010 Corporate Learning Factbook.
Members: Download today.
Non-members: Purchase the 2010 Corporate Learning Factbook for $595.
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| Applying Higher Education’s Blended-Learning
Model to Corporate Strategy |
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 Our research shows that informal learning is an essential component of the modern-day learning function, with 72% of learning professionals believing
that informal learning delivers greatest learning impact.
In 2009, we saw an increase in the adoption of virtual classroom tools and social learning technologies.
The recently published research bulletin, Instructor-Led e-Learning: Using
Higher Education’s Blended-Learning Model as Corporate Social Learning Strategy, takes a look at social learning in organizations today, and includes examples and tips on how to bring the model used by higher education organizations – where distance learning has long been a
method of instruction – to corporate training.
While different colleges and universities use different methods, the common thread is the facilitation and enrichment of e-learning experiences by instructors.
This bulletin outlines instructor-led e-learning and its advantages, as well as considerations for technology selection and functionality beyond the basic LMS.
You'll also find examples of how Westinghouse Electric Company and Watson Pharmaceuticals have adopted the model.
David Mallon, primary author of Instructor-Led e-Learning and
High-Impact Learning Practices, will host an upcoming member roundtable, Social Learning, on Wednesday, February 3,
at 2:00 p.m.
ET.
Special workshop for members: Members who attend our annual IMPACT 2010 research conference will have the opportunity to participate in Defining a Social Learning Strategy, a complimentary pre-conference workshop.
Members: Download this research bulletin today.
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| Tell Us about Your Leadership
Development |
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 Last year’s Leadership Development Factbook – the industry’s first detailed look at this critical area – proved to be hugely popular.
We’re now beginning research into this year’s Factbook, which will cover topics such as key business drivers, budgets, resource allocation, executive engagement, measurement, business impact, and much more.
The 2010 Factbook will also provide information specific to industry verticals and compare trends year over year.
Please help us with this important research.
If you have any responsibility or involvement in leadership development strategy or program design, we invite you to take this 20-minute, online survey: http://vovici.com/wsb.dll/s/3f3eg427ba.
The survey will remain open through February 12.
All participants will receive an executive overview of the 2010 Leadership Development Factbook, an invitation to a special webinar analyzing key findings, and the recently published, 24-page case study, Fostering Innovation through Learning: Qualcomm Builds Culture of Entrepreneurship, Creativity and
Risk Taking.
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| New Research Highlights |
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 The Corporate Learning Factbook® 2010: Benchmarks, Trends and Analysis of the U.S.
Training Market
The Corporate Learning Factbook is recognized as the industry's most trusted source of data on training spending, staffing, and programs.
Members: Download today.
Instructor-Led e-Learning: Using Higher Education’s Blended-Learning Model as Corporate Social Learning
Strategy
This report focuses on one social learning strategy – instructor-led e-learning, a model common in higher education.
Members: Download today.
Defining Informal Learning: A Taxonomy for Describing How Most Learning Happens in Today's
Organizations
Our definitions for formal and informal learning, and three easy-to-apply categories for informal learning in the workplace.
Members: Download today.
Measuring the Success of Leadership Development
This research bulletin, based on our recent Leadership Development Factbook 2009 study, discusses some key indicators of successful leadership development programs.
Members: Download today.
Fostering Innovation through Learning: Qualcomm Builds Culture of Entrepreneurship, Creativity and Risk
Taking
In this case study, we examine how Qualcomm learning leaders foster creation, freedom, flexibility, and outside-the-box thinking in a large multinational organization.
Members: Download today.
Next-Generation Customer Training: Intuit Adapts LMS to Meet Learning Needs of Multiple Audiences and
Business Models
This report describes how an LMS is used as a portal system to train the company’s customers.
Members: Download today.
Join our research community to access these reports
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| Talent Management
Newsletter |
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 Bersin & Associates' Talent Management newsletter highlights research on: leadership development, performance management,
competency management, recruiting, succession planning and the evolution of integrated talent management systems.
In each newsletter you will find actionable research you can immediately apply.
Subscribe today!
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| Analyst Corner |
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Developing Leaders Through Experiential Learning
Kim Lamoureux,
Principal Analyst and
Director of Research
When people think about experiential learning, most stop
with on-the-job training.
But experiential learning is actually much more.
Job rotations, business-based simulations, and action learning are other forms of experiential learning.
Our research shows a shift toward such experiential activities for leadership development – especially for executives, with experiential learning accounting for 24% of core development programs.
Learning by doing allows leaders to apply the knowledge and
skills they have gained through experience.
Many experiential learning activities are of relatively low cost, and because the leader is contributing to real business initiatives, these activities often have an immediate return on investment.
Programs incorporating business-based simulations give leaders the opportunity to develop new relationships with peers in other areas of the organization.
Not only do leaders gain from networking opportunities, they also learn more about other departments and functions – increasing their understanding of the business as a whole.
Experiential learning activities also offer opportunities to
observe leaders in real-time and assess their potential.
Building experiential learning programs takes effort and
requires internal cooperation and coordination.
Line of business leaders must be involved and engaged in the design process.
At IMPACT 2010, we’ll discuss this topic in detail in our exciting panel discussion, Experiential Leadership Development.
Members can also attend Experiential Learning: A Window to Leader Capabilities, a roundtable where I’ll discuss different types of experiential learning, share experiential learning examples, and identify
success factors.
This roundtable is scheduled for Thursday, February 11 at 2:00 p.m.
ET.
Register today.
You can also find more information in the Leadership Development Factbook, which gives you facts, figures, and real-world examples on leadership development programs and experiential activities such as job rotation programs and mentoring.
We welcome your comments and thoughts on this topic; please
email info@bersin.com to share.
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