Confidential & Proprietary • Copyright © 2009 The Nielsen Company
Learning To Survive In Tough Times:
How employees training curricula can play a major role in weathering the ongoing
economic storm
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 2
Interactivity Tips
•Getting Your Questions Answered•Submit A Question through your Console
•Copy Of Presentation•“Download Slides” button on console
•Join In On The Polling•Disable “Pop Up” blocker
•Hold down your CTRL key during polling
April 14, 2009 Confidential & Proprietary
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Featured Speakers
Lorri FreifeldEditor-in-Chief
Training magazine
Rebecca RaySenior Vice
President, Global
Talent Management &
Development,
MasterCard
Gabriella SalvatoreManaging Director,
Corporate Education,
Vantage Partners
Confidential & Proprietary • Copyright © 2009 The Nielsen Company
Learning to Survive in Tough Times
June 10, 2009
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 5
Headline
Training magazine is the ultimate
global resource for training,
human resources, and business
management professionals. Our
coverage includes:
• Best Practices/Case Studies
• News, Trends, and Research
• New Products, Services, and
Technologies
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 6
Training magazine has a print circulation of 40,000+ and also offers:– Three e-newsletters– www.trainingmag.com– Digital Edition – e-training supplement– Training Day blog– Social Networking Site (www.TrainingMagNetwork.com)– Training Top 125– Top Young Trainers
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 7
Companies & Online Training
• 71% will utilize computer-based training software.
• 61% will utilize e-learning.
• 51% will utilize Webinars/Web conferencing.
• 27% will utilize streaming video/broadcast.
Source: Survey of 2,000-plus companies by Training magazine and Learning Communications.
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 8
Benefits of Computer-Based Training
In a survey of 4,384 recent e-training participants by Inscape for Training magazine:
• 94% said e-training was convenient.
• 43% said they learned more from the e-learning format than they usually do from classroom training.
• 90% said the computer-based, self-directed format was a big time saver.
• 76% said the training made them more efficient at their job.
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Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 9
Does It Stick?
• 88% said they still remember what they learned from their computer-based training, and being able to move at their own pace made the training much more effective.
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 10
Moving Toward e-Learning 2.0
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 11
e-Learning Lessons Learned
• LESSON 1: Online and classroom learning are NOT
interchangeable.
• LESSON 2: Traditional instructional design methods need to
be rethought, especially for e-learning.
• LESSON 3: Learners must be given what they need to be successful.
Source: Patti Shank, "The e-Learning Handbook: Past Promises, Present Challenges"
≠
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 12
e-Learning Lessons Learned
• LESSON 4: Trainers need to work better with Information
Technology folks.
• LESSON 5: Buying e-learning infrastructure before you know what
you need is a great way to throw out money and time.
• LESSON 6: Don’t believe everything you hear.
Source: Patti Shank,
"The e-Learning Handbook:
Past Promises, Present
Challenges"
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 13
Confidential & Proprietary • Copyright © 2007 The Nielsen Company
Thank you
14
Learning To Survive in Tough Times
Rebecca L. Ray, Ph. D.Senior Vice President, Global Talent Management & Development MasterCard
Training Magazine June 10, 2009
15
High Performance Organization
Engaged Employees
Superior Performance Perpetual
Learners
Culture of Innovative Thinking
Effective Managers &
MentorsCulture of
Flexibility & Change
The 2006 Accenture research study, The High-Performance Workforce, found that 5 of 11 critical elements are directly talent management related:
• Attracting & retaining skilled staff
• Having a performance-oriented mindset
• Finding & developing talented leaders
• Having a flexible organization
• Infusing innovation across the organization
Becoming a high-performance organization is a journey, not a destination.
And you can’t get there without continual learning!
Talent Management is Key to a High-Performance Organization
The High-Performance Organization
16
Talent Management Framework @ MasterCard
Talent Strategy & Planning
Learning & Development
Management & Leadership
Development
Performance Management
Succession Planning
Competency Management
Compensation & BenefitsTalent Acquisition
HR Systems & Metrics
17
Learning Survival Strategies
• Increased marketing & communications efforts re: internal L&D• Greater efforts to combine on-site training delivery due to multiple certifications
by lead trainers• Review of content offerings for quality and access
– Shift to on-line where appropriate and substitution/elimination when necessary – Shift to rapid eLearning methods to address demand
• Virtual classroom option and training to support usage• Increased job aids for self-service
– Performance Management tools, curriculum overviews, IDP suggestions linked to competencies, suggested curriculums for key populations
• Mentoring platform (social networking) site• Global audio conferences & video broadcasts available “on demand”• Enhanced, robust learning portals
– Onboarding, Career Management, Change Management, Mentoring
Vantage Partners Brighton Landing West 10 Guest Street Boston, MA 02135
www.vantagepartners.com
Survival Guide: Succeeding During Tough TimesMid Term Results
Gabriella Salvatore
Managing Director, Corporate Education
Vantage Partners
June 10, 2009
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, or in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written permission. Copyright © 2009 by Vantage Partners, LLC. All rights reserved.
19Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Why a Survival Guide?
Response to the current state We are in a whitewater time, with unprecedented and
unexpected conditions as the norm
Need to continually adapt to unknown territory
Ton of advice floating around and thus a need to discern
which is appropriate for your organization
Determined to learn from this moment What are the trends, the challenges L&D organizations
are facing…
AND what “nuggets” are being revealed that should be
carried forward?
20Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
70% of initial survey respondents have cut back on Training and Development efforts
Who has taken the survey? A glimpse at the respondents:
70%
30%
Manager, Training and
Organizational Effectiveness
L&D Consultant
Sr. Project Manager,
Global Leadership
Director of HR/L&D
CEO
Head of Sales, Learning
Services
Sr. Consultant/Trainer
21Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
The Early Trends
Trend #1: Development without Deployment Saw a business need, solved for it, but now can’t implement
because either there is no budget and/or there is a BIGGER
business need that is taking priority
Trend #2: Responding without Resources Business demand hasn’t changed, resources to respond to it
have
More with less, yes, but also more targeted and specific
Trend #3: Return on Value: Ensuring Learning Sticks If we’re going to do anything we’re going to do it with a full court
press and make good on the investment otherwise there’s no
reason to do it
22Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Trend #1: Development Without Deployment
2008: investment in development with
implementation planned for 2009
But…
2009: cutbacks and no implementation
A colleague spent $225K in classroom course design and development for a single offering in 2008 with no rollout in 2009
Example
23Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
…and Re Prioritization
0% 20% 40% 60% 80% 100%
Ways Organizations Have Prioritized
77%
61%
58%
45%
32%
Changed Delivery Vehicles
Used What is in Place Already
Focused on Coaching as
Opposed to Training
Focused on One Functional
Area
Cut Training Altogether
24Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
A Continued Shift in Delivery Vehicles
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
41%42%
66%66%70%
Development of
Online Resource
Library
More E-Learning
Modules
More Webinars
More Peer-to-Peer
Coaching
More In-Classroom
Training
Pe
rce
nta
ge
of
Re
sp
on
de
nts
25Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Development Without Deployment:Key Take-Aways
Develop that which is required NOW in ways that are Scalable
Technology friendly
Accessible for the desired audience
Recognize the value of coaching not just as
reinforcement, but as a driver of behavior change
Focus on key functional areas Customer facing aka Sales and Service
26Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Trend #2: Responding Without Resources
Organizations trying to balance the value trade-off
between the pressing need of the business and
pressing need of not spending money
A Fortune 500 CLO’s 2009 Learning Plan has been put to the side and replaced with “responding in the moment” to business requests, resulting in budget reduction and re allocation and 100% customized delivery
Example
27Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
In prioritizing initiatives, the focus is on the business value of learning opportunities
50%
75%
100%
86%88%
91%
96%
83%
Assessment of
Business Value
Level of Manager
Support for
Opportunity
Leadership
Commitment to
Opportunity
Past Success of
Programs/Initiatives
Target Needs
Analysis
Pe
rce
nta
ge
of
Re
sp
on
de
nts
28Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Resulting in a Learning Leader’s Dream: Fewer, more targeted offerings with greater leadership involvement
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
36%
53%53%
67%
32%
Trainings More
Closely Targeted to
Identified Needs
Increased Use of
Internal Learning
Staff
Narrower Selection
of Topics Offered
Greater Leadership
Involvement
Fewer Open
Enrollment Courses
Pe
rce
nta
ge
of
Re
sp
on
de
nts
29Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Responding Without Resources: Key Take-Aways
Focus on the business value of learning Customer facing roles and activities in particular
Fewer, more targeted offerings tied to identified needs
30Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Increased focus on reinforcement activities
Trend #3: Ensuring Learning Sticks
60%
40% Increased Focus
No Change
31Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Coaching has been the most widely-adopted reinforcement activity
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
44%48%48%
60%
Coaching
Just in Time Tools on
an Internal Website
E-Learning
Leadership
Messaging
Pe
rce
nta
ge
of
Re
sp
on
de
nts
32Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Organizations are showing an increased interest in how these activities are impacting business…
Increased focus on measurement of results
60%
40% Increased Focus
No Change
33Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
…And are formalizing their approach to measuring business impact
0%
10%
20%
30%
40%
50%
60%
20%
40%40%
47%
Greater
Measurement of
Results Via a Formal
Approach
Increased Interviews
of Trainees and
Managers
Increased Use of
Post-Training
Surveys
Increased Interviews
of Customer Groups
Follow-up Needs
Assessment
Pe
rce
nta
ge
of
Re
sp
on
de
nts
20%
34Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Ensuring Learning Sticks:Key Take-Aways
Less spend on Learning, yet increased focus on
reinforcement activities and demonstrating business
results
35Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
“Nuggets” of Success
Deliver business results by Solving business problems
Providing cost efficient options Minimizing time participants are away from their regular job
responsibilities
Allowing for scalability across geographies
Leveraging technology
Webinars, Video Courses, E-Libraries…
Manage implementation as if it’s a business Strategically, collaboratively and cost effectively manage
partnerships (internal or external)
Prioritize geographies/specific groups
36Making IT Training StickCopyright © 2009 by Vantage Partners, LLC. All rights reserved.
Receive a complimentary copy of the findings when you
participate in Vantage’s “Survival Guide” survey.
www.surveymonkey.com/s.aspx?sm=War1uP1TUda0Op6DWGsNPw_3d_3d
Vantage Partners Survival Guide Study
10 Guest Street Boston, MA 02135 T (617) 354-6090 F (617) 354-4685
www.vantagepartners.com
For more information, contact us:
April 14, 2009 Confidential & Proprietary
Copyright © 2009 The Nielsen CompanyMaking IT Training Stick Page 37
Featured Speakers
Lorri FreifeldEditor-in-Chief
Training magazine
Rebecca RaySenior Vice
President, Global
Talent Management &
Development,
MasterCard
Gabriella SalvatoreManaging Director,
Corporate Education,
Vantage Partners
Confidential & Proprietary • Copyright © 2009 The Nielsen Company
THANK YOU