Focus Magazine - Summer 2013 - 40

VIRTUALHOW

FROM “MOTHER SHIP” TO EVERYWHERE
FIGURE 7

Spending versus Outcomes

Future of
Learning

Formal Learning
• Training
• Formal Instruction

Spend: 80%
leveraging common practices to
reduce redundancy. This is
primarily due to the fact that many
organizations do not have a
comprehensive learning technology
strategy that aligns to other key
business areas involved with
technology standardization. Only
37 percent of participating
companies have a formal learning
technology strategy that is
properly aligned and spans out
over multiple years. (Figure 5) In
order to maximize the ROI on
technology, training leaders must
include learning technology in
strategy development and the
business planning process to
ensure effective and efficient crossfunctional utilization.

Informal Learning
• On the Job
• Communities/Social
• Mentors
• Coaching

Learn 80%
RESOURCE ALLOCATION

FIGURE 8

From “Mother Ship” to
Everywhere
The day of one-size-fits-all training
is quickly coming to an end. New
employees are looking for multi-dimensional
methods for receiving information, training
and access to company assets. This includes
quick access to social learning tools that allow
for interaction with management, peers and
subject matter experts as part of the learning
experience. This new model is better aligned to
how people learn today through a many-tomany communication philosophy, as opposed
to a one-to-many training approach. This is a
serious challenge for traditionally structured
training organizations because it doesn’t fit
their current processes, capabilities and
cultural beliefs. (Figure 6)
This trend is evident in many new learning
paradigms that focus on informal learning and
pull-through activities as the most critical
events for impacting performance. This new
paradigm can be expressed in the “80/20”
format, which shows how the focus is shifting
from formal to informal learning events.
(Figure 7)

40

continued

FIGURE 8. Training Department Resources and Focus
Insourced, Outsourced, Shared

Trainer Onboarding
Business Plan Oversight
ISD Consistency

Technology: Webcast, Portal, Mobile
Archiving/File Nomenclature
Facilities/Vans

Metrics/Evaluation Strategy

Advanced Skills

LMS/Learning Management System

Needs Analysis

Resource Allocation
Training departments face challenges of how
to balance staffing with professional trainers
and those who are rotational – sales
representatives who do a “tour” as trainers
but do not stay in the department. An
appropriate blend is important on a number of
fronts. First, it allows a training department to
maintain high standards together with passing
along company history and knowledge.
Secondly, bringing in new faces invigorates the
department with energy and fresh ideas to
address the ever-changing environment
discussed above. Additionally, having a good
balance of professional trainers makes the
challenges of how to deal with issues such as
relocation, compensation and incentive plans
more manageable.
Training department resources may be
insourced, outsourced or shared services, but
staffing, resourcing and budget considerations
impact the level of execution. (Figure 8) For
example, a smaller department with fewer
resources may choose to go outside the
organization for some aspects of training
where their expertise and resources may be

limited, while a better-funded and moreresourced organization might be able to look
inward for development.
The key messages of this study point to the
critical importance of preparation for the new
U.S. healthcare landscape and for using
technology appropriately to create an
effective, blended learning environment.
These trends will require significant shifts in
both strategic mindset and budget allocations.

About this Benchmark Study:
Working in partnership with SPBT, TGaS
Advisors, a benchmarking and advisory
services firm and division of
KnowledgePoint360, conducted
benchmark studies of training &
development leaders in 43 life science
companies, including broad portfolio,
focused portfolio and medical device &
diagnostic organizations. For more
information or questions, please email
Ken Sher, TGaS Advisors, at
ken.sher@tgas.com.

FOCUS | SUMMER 2013 | www.spbt.org
http://www.spbt.org
Focus Magazine - Summer 2013

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