doug harward ceo training industry, inc.. market intelligence firm for the global training...
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Doug HarwardCEO
Training Industry, Inc.
• Market intelligence firm for the global training marketplace
• Largest reach to both the buy-side and supply-side of the industry
• Leading source of intelligence about trends and best practices
• Industry’s leading referral destination for buyers seeking top companies and capability specialists
• Best positioned to help organizations understand the competitive landscape
W H O W E A R E
R e s e a r c h : W h a t M a k e s a G r e a t T r a i n i n g O r g a n i z a t i o n ?
Source: TII, Great Training Organizations Survey
Percentage of respondents, N > 1,500
TO B E G R E AT, W H AT I S M O S T C R U C I A L ?
TRANSFORMING
THE TRAINING FUNCTION
2012
T R A I N I N G I N D U S T RY T R E N D S
CONSERVATIVE SPENDING
CONFORMANCE OF MODALITY
CUSTOMIZATION OF PRODUCT/SERVICES
CONSISTENCY
SPEND IMPROVING
OUTSOURCING CONTINUING TO GROW
KNOWLEDGE REPOSITORIES
CONTENT CURATION
SUSTAINABILITY
MOBILE LEARNING
TIN CAN API
70:20:10 BLENDING OF CONTENT
DEMONSTRATION OF KNOWLEDGE
INTEGRATION OF VIDEO
OPEN ACCESS TO CONTENT
JOBS ON SUPPLY SIDE
CONSERVATIVE SPENDING
KNOWLEDGE RETENTION
STABLE JOB MARKET
GROWTH IN OUTSOURCING
FORMALIZING INFORMAL CONTENT
GROWTH IN SPEND
DIGITAL CONTENT
SOCIAL BADGING
GAMIFICATION
SOCIAL LEARNING
EVOLUTION OF LEARNING PORTALS
CONSOLIDATION
2013 2014ERA OF PERSONAL LEARNING CHANGING ROLE OF THE LEADER SHIFT TO BUSINESS CENTRIC LEARNING
S TO RY T E L L I N GO
NE
• Leverages Practical Information and Shared Experiences
• Improvisation thru Role Playing Prepares for Application
• Enhances Recall and Improves Retention
U S E O F B I G D ATA A N A LY T I C ST
WO
• Reveals root causes of failures and the source of underperformance
• Allows for better decision making, reduced costs, and improved efficiencies
• Challenge is how to leverage it for training solutions
F O R M A L I Z AT I O N O F M E N TO R I N G
A N D C O A C H I N G
TH
RE
E
• Making coaches and mentors available is not enough
• Creating structure in an informal process
• Success comes from proper preparation and training of the coaches/mentors
W O R K F O R C E R E A D I N E S SF
OU
R
• Agreement from all sectors that current system is not efficient
• Collaboration movement between corporate and academia is growing
• Big data may be the path to solutions
C U S TO M E R E D U C AT I O N C O N V E R G I N G W I T H
M A R K E T I N G
FI
VE
• Marketing traditionally viewed as pre-purchase Customer education as post- purchase activity
• Both require common skill sets, similar processes, and alike technologies
• Both are about influencing behavior of customers
C U S TO M E R
E D U C AT I O N
M A R K E T I N G
SI
XM I C R O L E A R N I N G TO B R I D G E G E N E R AT I O N A L
G A P S
• Micro-learning traditionally viewed as a millennial activity
• High adoption rate seen by the older workforce
• Efficient in providing relevant content to learners when they need it
SE
VE
NG A M I N G F O R R E I N F O R C E M E N T
• Traditionally viewed as standalone learning experience to replace courses
• Best practice is embedding within learning experience as reinforcement
• Improves retention and application by extending shelf life of learning
EI
GH
TC O R P O R AT E S P E N D F O R T R A I N I N G I N C R E A S I N G
• Training functions are more lean than ever
• 2014 spend up by 7% over previous year
• Spend projected to continue grow at 5 to 7% for foreseeable future
NI
NE
O U T S O U R C I N G G R O W S W I T H E M P H A S I S O N
T R A N S F O R M AT I O N
• Executives looking for a better way to manage training
• Transformation is about doing it better, Not about doing it for less
• Re-engineering the Training Function
TE
NJ O B M A R K E T F O R T R A I N I N G P R O F E S S I O N A L S I S
U P
J O B M A R K E T
2 0 1 3
2 0 1 4
• Demand for skilled training professionals highest in six years
• Buy side looking for strategic leadership
• Supply side for transactional roles
B u y S i d e
S u p p l y S i d e
