Looking Ahead to 2010: 12 Major Trends |
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 For the past six years, we’ve published our predictions for the coming year. In addition to facilitating your own planning and budgeting, our predictions also provide a “sneak peak” into areas and trends covered by upcoming research.
Bersin & Associates sees 2010 as a pivotal year for all areas of human capital. The economy is beginning to recover and technology continues to advance at a staggering rate. Employee demographics, skills and leadership gaps, and other workforce issues will continue to present challenges. These factors will create significant changes for learning and talent management. Enterprise Learning and Talent Management in 2010 gives you our overall perspective on the 12 major trends we foresee impacting HR and learning organizations in the coming year.
This complimentary, 35-page special report is based on our research throughout the year and references top-level findings from most of our major studies. You’ll find a rich array of charts and graphs to support key points. Download your copy today to learn more about:
- New skill requirements and other changes ahead for learning and HR organizations.
- What’s on the horizon for technology in talent acquisition, learning, and talent management – and how markets will likely evolve.
- The increasing importance of informal and social learning and networking.
- The raised awareness of integrated talent management at organizations’ senior-most levels.
- The role of leadership development for supervisors and first-line managers and the importance of skills development training.
- The talent mobility imperative.
- Metrics and tools to increase business alignment.
Our Track Record
In preparing for this article, we took a quick look at past predictions to assess our success in foreseeing the future. While we can’t claim 100% accuracy, we’re proud of our overall track record. Here are a few interesting examples:
2009 Predictions: Succession management and leadership development become high-priority. New tools and strategies will begin to replace the résumé.
2009 Outcomes: Research conducted throughout 2009 identified these three top talent challenges: the pending retirement of key workers, gaps in the leadership pipeline, and management of layoffs and reorganizations. All resulted in increased focus on succession management and leadership development initiatives. Job matching functionality, video tools, social networking, screening and interviewing tools, and other technology advancements are dramatically changing talent acquisition at a rapid rate.
2008 Predictions: Tremendous expansion of the talent management technology market and continued evolution of e-learning.
2008 Outcomes: The talent management systems market grew 19% in 2008; that growth continued into 2009 despite the recession. (Recent research showed that 56% of organizations today plan on implementing partial or full talent management suites.) Informal learning practices – learning on-demand, social learning, and embedded learning – were more and more frequently incorporated into formalized programs. In fact, 64% of learning professionals surveyed in 2009 believed these learning methods deliver greatest learning impact.
Download the report today to get all 12 predictions. We have many exciting new research initiatives planned for 2010; these will cover topics such as learning culture, sales training, globalization, social and informal learning, virtual classrooms, and much, much more. Please watch upcoming newsletters for announcements and highlights of our findings.
Members: Download today.
Non-members: This report is available at no cost.
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| Vestas Creates a Virtual Onboarding Experience |
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With 20,000 employees in more than 56 countries, rapid and effective onboarding is a high priority for Vestas Wind Systems, the leading supplier of wind power solutions. In 2007, Vestas set out to develop an innovative onboarding solution that would engage and train new hires across the globe using a unique combination of e-learning and virtual reality.
The recently published, 23-page case study, Engaging New Hires in the Company Culture: Vestas Wind Systems Creates a Virtual World as the Setting for Its Global Employee Onboarding e-Learning Program, details the development and implementation of “Vestas World.” In this virtual online world, employees can gain knowledge and solve tasks through simulated dialogue with virtual characters and in a simulated traditional classroom. The case study includes discussion of program development, needs assessment, and impact measurement.
The five learning modules of Vestas World are structured around the Vestas value chain and provide a fundamental introduction to the company and how it creates value for customers. New employees can take on specific roles, such as sales or project manager, to experience how Vestas sells, manufactures, installs, and maintains wind power plants. Gaining both a broad understanding of the organization and a deep knowledge of key activities in the value chain help learners make better informed decisions in their daily work. The program is a unified approach to employee onboarding which meets the unique and disparate learning needs of workers in Asia, Europe, and North America.
Vestas implemented pre- and post-program testing of skills and knowledge to measure and evaluate program value and impact. Of 1,700 new employees who participated in the onboarding program from June to September of 2008, skills and knowledge levels were at 44% in a pre-test. Post program, these levels nearly doubled (86%).
This case study is an excellent example of how developing a global onboarding program can result in a significant increase in employee knowledge and skills and engagement. You’ll come away with new ideas, an understanding of performance consulting processes, and best practices for impact measurement and content creation.
Members: Download today.
Non-members: For a limited time, this case study is available at no cost.
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| New Research Highlights |
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 Enterprise Learning and Talent Management 2010: Predictions for the Coming Year
What are the top 12 trends in enterprise learning and talent management for 2010?
Members: Download today.
Non-members: This report is available at no cost.
Engaging New Hires in the Company Culture: Vestas Wind Systems Creates a Virtual World as the Setting for Its Global Employee Onboarding e-learning Program
In 2007, Vestas Wind Systems set out to change its culture and engage new hires using a unique combination of e-learning and virtual reality.
Members: Download today.
Non-members: For a limited time, this case study is available at no cost.
Leadership Development Programs: Half-Full or Half-Empty?
This research bulletin, based on our recent Leadership Development Factbook 2009 study, reveals how many leaders are participating in leadership development today.
Members: Download today.
Leadership Development: How Much Money Do You Need to Succeed?
This research bulletin, based on our recent Leadership Development Factbook 2009 study, reveals how much money companies are spending on leadership development programs today.
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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Our Members' Top Challenges
Josh Bersin
President
In a recent member roundtable, participants shared and discussed key challenges facing their organizations and how these challenges will influence priorities for 2010. Below are several themes that came out of this very informative discussion:
Diversity must be an underlying consideration of all talent-related initiatives. Today’s workers come from different cultures, generations, and even lifestyles. We must address the requirements of very diverse audiences when conceiving learning programs and talent-related initiatives. Multi-lingual training for global employees, use of different training delivery options, inclusion of social and collaborative learning – these are just a few ways we can increase adoption and the success of our learning programs across all audiences.
Expanding career development beyond promotion. This year, we’ve seen stellar learning examples from leading organizations which emphasize skills and competency development. Workers with deeper and more specialized skills are more prepared to create new products and employ innovative strategies that can potentially transform your organization and create competitive advantage. Specialized skill training can support lateral moves, important special assignments, and increased levels of responsibility. This kind of training should be part of your overall learning strategy.
First-line managers require focused training. Too often, managers and supervisors are thrown into situations for which they’re ill-prepared. For these employees to succeed, organizations must create programs tailored to their needs. Coaching, mentoring, job shadowing, and other informal learning activities should be part of ongoing training programs. In addition to improving management performance and your leadership pipeline, these programs will also strengthen employee engagement and performance.
Read the blog posting “Discussions with our Research Members: Five Topics to Watch for 2010” for more information and additional themes. (You can get automatic notifications of new blog postings by signing up for an RSS feed.)
I encourage all members to participate in our roundtables. These valuable sessions give us an opportunity to talk directly with members and get details on issues, trends, and best practices. You can use these sessions to connect with peers and analysts and have confidential, in-depth discussions on issues important to you.
We welcome your comments and thoughts on this topic; please email info@bersin.com to share.
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