Learning professionals have always known that they should be measuring the return on investment from training and development or the contribution of their interventions in terms of business performance, but there has been very little external pressure on them to do so. As long as there was a demand for training coupled with the happiest of comments on feedback forms, then who would want to cause an upset by suggesting that some of this stuff wasn’t necessary or useful?
Is your Training and Development Footprint Shrinking?
A recent Bersin&Deloitte study (http://www.bersin.com/News/Content.aspx?id=16186) confirms that The Training and Development footprint continues to shrink. Although many training teams added staff during the year, these additions were outpaced by faster growth in learning populations. As a result, the overall “footprint,” or ratio of training staff relative to the learner population continued to decline in many companies.
This trend is one sign of the changing role of the corporate training function, which no longer is “the place” for learning.
Many Learning and Development managers have seen the writing on the wall spelling “Outsourced” so they have already embarked on a process of transforming their services by aligning business development training with the needs of the business and with the flexibility to be delivered as an on-going process, not an event.