Training Industry Quarterly - Winter 2013 - (Page 20)

The growTh in jobs for Training managers will increase by as much as 15% from 2010 To 2020 1 Corporate Spend to Increase by 2 - 3% 2 Job Growth for Training Professionals Up 1-2% 3 Learning Leader Focusing on Sustainability In 2012, we saw a strong resurgence of activity by corporate training organizations where their spend increased by 5% across the overall global market. We saw above average growth in North America and in the four key market segments: sales training, leadership and management training, IT training and learning technologies. We are a little less optimistic about growth in 2013, as there remains lots of skepticism about the European market, as well as how the Asian market will perform. We do expect to see strong gains in India, South America and South Africa. In addition, the North American market is expected to grow at a closer clip to GDP, somewhere around 2 - 3%. The growth in jobs for training professionals is and will always be a major focus of our industry. As technology makes it easier for subject matter experts to create and deliver content, technology also makes it easier for learners to utilize informal content. In turn, the demand for contract instructors is reducing. However, the good news is the demand for Web designers and instructional designers for online content is increasing, and companies are interested in adding to their project/program management teams. The majority of jobs created in the global market today continue to be on the supply side. Demand for variable resources is up, and the use of project-based services has been increasing. According to the Bureau of Labor Statistics, the growth in jobs for training managers will increase by as much as 15% from 2010 to 2020; essentially, an annual growth rate of 1.5%. We believe this estimate is right in-line with current activities. In simple terms, sustainability refers to a leader’s capacity to renew, endure, nourish and maintain through change and innovation. But more importantly, it’s about moving beyond that initial change. The learning leader’s initial focus is on the training event or program, and now is equally focused on the series of follow-up initiatives and aids that ensure the learning endures, and the organization progresses. The learning leader is becoming focused on finding ways to ensure the initial impact of the training continues and is reinforced through a variety of traditional, formal, informal and social add-ons to the initial training initiative. The learning leader’s goal is to maximize the long-term impact of the training. 4 Content Curation Becomes Integral to Training Organizations 5 Outsourcing Continues to Grow While Complexity of Deals Reduces 6 Engagement of Senior Management Increases As the growth and sophistication of informal content is applied to learning initiatives, the role of the training “librarian” is needed to sift through and manage the relevancy of informal content as it pertains to the learner’s experience. Content creation is simply the process of sorting through the vast amount of Web and enterprise-based content and presenting it in an organized and meaningful format. Not only will the process of content curation become mainstream to the training organization, but we fully expect to see the role of content creator to be one of the most critical new occupations within the training profession. The training outsourcing market is clearly a variable resource, licensing and contracting market today. We are rarely seeing large-scale, complex BPO deals as we did just a few years ago. Corporate training organizations are sourcing more of their work than ever before, but it’s not about one supplier taking over the entire training organization. It’s more about using variable resources to manage project-based initiatives. Out-tasked engagements for instructional design, project management, and delivery are as strong as ever. One of the most long-awaited trends in many years is emerging: Senior executives in corporations are becoming more engaged in the future of knowledge-based services. This is putting new pressure on learning leaders to ensure they are properly focused on what’s most important to the business, and that learning initiatives are about improving the performance of the business. Talking the language of the C-suite is an ongoing challenge for the learning leader, but as their ability to engage senior management earlier in their key projects improves, the integration of how the program will impact key business drivers will help this conversation. 20 Training Industry Quarterly, Winter 2013 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Winter 2013

Training Industry Quarterly - Winter 2013
Tracking Trends: A Thought on Trends
Table of Contents
Ad Index
Guest Editor: Learning Enables High Performance
The Power of Reflection
An Equation for Success in Any Economy
4 Generations: Managing the Mix
The New Role of 21st Century Training
Don't Let Training Be a Waste of Time
Key Trends for 2013: Sustainability & the Changing Role of the Learning Leader
Collaborative Leadership for Building Trust & Driving Business Results
Delivering on the Promise of Social Learning
Three Emerging Trends in Sales Training
Building Strategic Learning Linkages: Mapping & Measuring Your Learning Strategy
High-Definition Learning: A New Competitive Advantage
Casebook: Wells Fargo Advisors: 5 Best Practices for Merger Training Programs
Tweet Suite
Company News
Closing Arguments: Must-See Technology

Training Industry Quarterly - Winter 2013