Saturday, 15 March 2014

Predictions of Training in 2014 by Bersin and Bersin Associates

Bersin and Bersin Associates are one of my top favorite reading sites to gain knowledge and to learn of new ways towards learning.  Here with is a great write up by this association on their own predictions made towards entering our year of 2014.  If you are a HR Head or  Training Head or even a trainer, do read on to know what needs to be done next.

Top Training Predictions for you to know how to plan your trainings better.

If you are a HR Head and your job scope is to plan for your people, here is the areas of research on employee engagement and retention over the years shows a variety of important factors contribute to retention:
• Managerial excellence
• Recognition and rewards
• Career opportunities
• A flexible work environment
• Great online tools
• Corporate mission or purpose

If you are a Training Head and your job scope is to plan according to the gaps of the competencies you have done, here are some areas for your consideration:

Leadership will be a big challenge in 2014. Executives are struggling with leadership gaps at all levels—from first-line supervision through top leadership (more than 60 percent of all companies cite "leadership gaps" as their top business challenge3). This year, baby boomers will begin to retire in large volumes; one oil company told me that they expect to lose 30 percent of their workforce in the next three years.
The leadership challenge looks even tougher in Asia and other fast-growing economies. These countries have younger and lesser educated workforces, creating a highly competitive labor market for skilled people.
In mature economies like the U.S. and Western Europe, this problem translates into retention challenges as the job market recovers (engagement and retention are now the number two-rated issue, second only to leadership gaps).
In 2014, the problem we face is not a shortage of people—it is a shortage of key skills.

Look at major trends that are driving HR and Talent Management in 2014.
Look at readiness versus priority.
A "continuous learning model" is one in which people receive some amount of formal training, coupled with a significant amount of coaching, support by experts, developmental assignments, development planning, and management support.
How do you create an integrated, efficient, and effective capability development strategy throughout your company? It is not easy. Bersin and Bersin's High-Impact Learning Organization Maturity Model will show you how. 

If you are a company that have started out your training plans, you can look at this model and to see which level you are at.
Level 1: Incidental Training
  • Your company focuses on 'making work more productive'.
  • No central L&D Department
  • Training on the job
  • Few or no L&D staff
  • May reactive or tactical solutions in place
  • Lace of standards
  • Driven by local subject-matter experts
  • Some formal training, but lots of training activities

Level 2: Training and Development Excellence
  • Focus on training excellence - your company has a centralized L&D Department
  • Focus on governance and operations
  • Focus on instructional design
  • Traditional measurement models
  • E learning as a delivery type

Level 3: Talent and Performance Improvement
  • Focus on talent and organizational performance
  • Masters of performance consulting
  • Recognize importance of managements role in development
  • Integration with talent management
  • Measures performance results

Level 4: Organizational Capability Development
  • Focus on organizational capability
  • Highly aligned with business executives
  • Broad range of tolls and capabilities
  • L&D Function many be smaller but very agile
  • Highly focused on continuous and informal learning
  • Understand audiences in detail

 Have a good week ahead.
Regards, Cheryl 

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