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Learning and Development 2015 - CIPD

ANNUAL SURVEY REPORT. Learning and Development 2015 . 6942 L&D Annual 1 24/04/ 2015 13:20:15. The CIPD is the professional body for HR and people Development . The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation Development for more than 100. years. It has more than 135,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and Learning and Development . 6942 L&D Annual 2 24/04/ 2015 13:20:15. Learning and Development Annual survey report 2015 . Contents Foreword 2. Summary of key findings 3.

2015 6942 L&D Annual SR.indd 1 24/04/2015 13:20:15. The CIPD is the professional body for HR and people development. The not-for-profit organisation ... sector report their L&D budget has decreased over the last year, while the picture is more mixed in the private sector – a

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Transcription of Learning and Development 2015 - CIPD

1 ANNUAL SURVEY REPORT. Learning and Development 2015 . 6942 L&D Annual 1 24/04/ 2015 13:20:15. The CIPD is the professional body for HR and people Development . The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation Development for more than 100. years. It has more than 135,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and Learning and Development . 6942 L&D Annual 2 24/04/ 2015 13:20:15. Learning and Development Annual survey report 2015 . Contents Foreword 2. Summary of key findings 3.

2 1 The role and purpose of Learning and Development (L&D) 6. 2 Trends in L&D practices and methods 9. 3 Learning technologies 15. 4 Leadership Development 18. 5 Talent management 20. 6 The Development of L&D professionals 22. 7 Assessing the impact of L&D activity 25. 8 Economic situation and L&D resources 30. Conclusions and insights 34. Background to the survey 37. Acknowledgements We would like to thank the Learning and Development community for taking the time to share their views and complete the survey, and in particular the four L&D and HR interviewees for their reflections on the survey findings. This participation is critical in ensuring that the survey reflects the key issues facing L&D professionals today.

3 A special thank you also goes to our survey contractor, Annette Hogarth, for her ongoing involvement in the survey. 1 6942 L&D Annual 1 24/04/ 2015 13:20:15. Foreword For 17 years our annual Learning This applies across the board. and Development survey has As might be expected, the highlighted trends in L&D public sector is facing significant practice and the broader Learning budgetary cuts, while the private landscape. Each year we evolve sector is anticipating more growth. the survey to reflect the key issues In this context it's even more facing the L&D community. This important to ensure that the L&D. year we've introduced a new investments we make are the section to explore the role and right ones and activity is directed purpose of the L&D function and towards improving organisational focused our attention on the future performance whether you're of L&D practice.

4 Experiencing growth or not. We've seen before that tough times can Our findings highlight that L&D actually be the spark that fosters professionals are increasingly innovation. Therefore, it's possible recognising the importance of that in future years the most understanding business needs interesting L&D developments and commercial awareness. Many may emerge from the sectors report that they are aligned currently experiencing the to business strategy, though greatest challenges. recognise that there are significant barriers in achieving this. Despite As the world of work continues to this recognition, it's also clear evolve at a rapid pace, we have a that many are still struggling to fantastic opportunity to encourage evaluate the impact of L&D activity long-term sustainable growth in on the business.

5 Organisations through effective L&D practice. The findings we The survey also highlights a number share in this report are designed of L&D capability gaps (such as to help you reflect on your current analytical and technological skills), practice and identify key areas which as a profession we need to for change. We would encourage address. We've also seen these you to share your takeaways with findings reflected in other CIPD your colleagues, to prompt debate research published this year (L&D: and identify the steps you need to Evolving roles, enhancing skills). take to evolve your L&D practice. Many report a lack of confidence in I would also love to hear your using Learning technology and yet thoughts on our findings you can also predict growth in areas such as get in touch at e- Learning , virtual classrooms and social Learning .

6 It's clear that if we Ruth Stuart are to maximise the value of our Research Adviser Learning and investments, we need to make sure Development , CIPD. we have the right skills in place first. The importance of L&D for L&D'. should not be underestimated. 2 Learning and Development survey 2015 . 6942 L&D Annual 2 24/04/ 2015 13:20:15. Summary of key findings The CIPD's seventeenth annual Learning and Development programmes and coaching by line managers or peers remain L&D strategy is survey shows current practices the most popular Development extremely aligned and trends within Learning and methods, in line with findings Development (L&D). from previous years. Many with the needs also expect their use of these The role and purpose of the methods to grow.

7 Of the business Learning and Development function Learning technologies are more common in larger organisations in a quarter of Learning and Development is they are more likely than organisations.'. usually incorporated within the smaller organisations to include HR department in over two- e- Learning courses and blended fifths of organisations L&D is a Learning among their most specialist function/role within the common L&D practices and to HR department and in one-fifth it anticipate growth in the use of is part of generalist HR activities. various Learning technologies. In just under two-fifths L&D Coaching and mentoring are activities are split between HR common three-quarters of and another area of the business, organisations currently offer or are completely separate from coaching or mentoring and an the HR function.

8 Additional 13% plan to offer it L&D is broadly aligned with in the next year. Most expect to business strategy L&D strategy increase their use of coaching. is extremely aligned with the Most L&D content is developed needs of the business in a quarter from scratch there is of organisations and a further considerable variation across two-fifths report that they are organisations but on average broadly aligned, with some about half of L&D content discrepancies. Just 6% report no is developed from scratch alignment. by internal/external L&D. Lack of clarity is a common barrier practitioners, two-fifths through to alignment respondents are adapting or curating existing evenly split regarding whether internal or external materials they have experienced barriers and one-tenth through user- in achieving business alignment.

9 Generated content. The most common barriers are Many offer training to L&D practitioners' lack of clarity non-employee groups . regarding the business strategy approximately two-thirds of and lack of resources, but also organisations offer training to lack of interest or understanding non-employee groups, most of the purpose and capability of commonly students, clients or L&D from business leaders. volunteers, depending on sector. Closer integration of L&D. Trends in Learning and activity and business strategy is Development anticipated the most common In-house methods remain organisational changes that most common on-the-job will affect L&D over the next training, in-house Development two years are closer alignment 3 6942 L&D Annual 3 24/04/ 2015 13:20:15.

10 With the business strategy and effective have changed little Business and more emphasis on monitoring over the last few years high- commercial and evaluation. Devolving responsibility to learners and line potential in-house Development schemes, coaching, mentoring awareness and managers is also anticipated to and buddying schemes are be among the top changes. among the most commonly the ability to work used and most effective talent Learning technologies management activities. collaboratively are Three-quarters of organisations key to success in use Learning technologies but the extent to which they use The Development of L&D. professionals L&D.' them varies widely and face-to- Most organisations encourage face delivery remains dominant.


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