Training Magazine - January/February 2011 - (Page 106)
Planning for the Future
Best practices for corporate training and development departments as they look ahead. By Neal GooDmaN, Ph.D.
Dr. Neal Goodman is the president of Global Dynamics Inc, a training and development firm specializing in globalization, cultural intelligence, effective virtual workplaces, and diversity and inclusion. He can be reached at ngoodman@ global-dynamics.com or 305.682.7883. Visit www.globaldynamics.com for more information.
ooking ahead to 2011 through 2015, it is clear that the field of training and development is at a crossroads. Traditional training and development functions are close to being overtaken by newly accessible, just-in-time learning that professionals and departments can easily and independently attain. At the same time, there is an emerging and significant need for training and development to take on a new and more strategic role in defining and developing a new generation of leaders. As the World Federation of People Management Associations’ recent report, “Creating People Advantage 2010,” states: “Most industries and companies will experience a widening talent gap, notably for highly skilled positions and for the next generation of middle and senior leaders.” The cause of this gap, according to Ed Betof, ARESTY Institute Fellow at Wharton School and the Executive Director Leaders as Teachers Institute, is the confluence of Baby Boomers’ upcoming retirement (the brain drain)—previously delayed in large part due to the recession—a technological boom, and the training and development budget cuts from 2009 and 2010. “The wisdom, the knowledge, and the experience necessary to lead generally is found among people who have been in the business for 25 years or more, while the competency to master the new technologies is more likely to be found in those who have been working 10 years or less,” says Betof. According to Young & Rubicam Brands Chief Talent Officer Celia Berk, “A whole new generation of leadership has to be defined.” The good news is that it is expected that training budgets will return to healthy levels, hopefully empowering training and development departments to take the lead in bridging the talent gap. Berk explained that as T&D budgets begin to grow again, more attention will be given to when training should be in person, when it should be remote, and when it should be blended. She says the challenge will be how best to use technology, especially digital platforms that promote collaborative, global learning.
As the training director of a leading bank explained, once a major investment is made in a new technology, the organization is a prisoner to the technology. In some respects, technology can create more problems because everyone assumes that since they are using the same technology, they are operating in the same environment, while the technology often masks the underlying cultural differences in today’s increasingly global virtual workforce. The unfortunate fact is that lack of cultural intelligence is prevalent. There are very few corporations with training and development departments that have developed effective curricula to build the cultural competence necessary to lead in a global economy.
Blueprint for SucceSS
Going forward, training and development departments must: • Define a clear global leadership development process to make sure leaders have the critical skills necessary to lead globally. • Be proactive and visionary to help shape development so it is not just workers going out and getting what they think they need independently and without the guidance of a higher-level corporate strategy. • Leverage, yet understand the limitations of, technology. • Optimize every dollar, deciding strategically when learning should take place in-person or virtually. • Define and develop the next generation of leaders. • Be part of the global and strategic mission of the organization. And so, this is a critical point for training and development departments. They must be better than Google. They must equip companies that increasingly are challenged to accelerate leaders without much time and experience to develop their talent. And they must take the lead. Do training and development departments have t what it takes? n
JANUARY/FEBRUARY 2011 training
Table of Contents for the Digital Edition of Training Magazine - January/February 2011
Training Magazine - January/February 2011
Soapbox: Refocusing Strategic Talent Management
Soapbox: Informal Learning
Farmers’ Premier Position
TEIG Locks In on Leadership
Verizon Connects to Success
Training Is in SCC’s Genes
PNC Invests in Excellence
Training Top 10 Hall of Fame
The Training Top 125
Best Practices & Outstanding Initiatives
Are You Tuned in to Your Trainees?
Training Magazine Events
Trainer Talk: Lessons Learned
Trainer Talk: Training Truth
Training Magazine - January/February 2011