Training and Development Best Practice

Transcription

1 2006/2007 National Survey of Benchmarks Dr Thomas Garavan Kemmy Business School, University of Limerick.

2 Presentation based on questionnaire survey of Irish establishments (n=450). Respondents were training and development specialist or those responsible for training and development. Survey was conducted with a stratified sample of establishments (size and sector). The survey is stage 3 of 5 stage study. The study enables us to map trends and track specific companies for which we have a matched questionnaire.

3 practice Training Activity in Irish Establishments - average training expenditure is 3.95% of salary in 2006/7. This compares to 3.85% in 2002/3 and 3.55% in 2000/1. - average days formal training per employee was 6.75 days in 2006/7. This compared to 5.35 days in 2002/3 and 4.8 days in 2000/1. - managers receive the most training opportunities in establishments days in 2006/ days in 2002/3 and 4.25 days in 2000/1. - semi-skilled and unskilled employees have fewer training and development opportunities.

4 -the gap between small and large establishments has grown significantly (2006/7 small 4.45 days and large 13.6 days) -multinational establishments are significantly ahead of Irish owned establishments on both measures of training activity. -Establishments anticipate a significant increase in training expenditure and activity in the next 3 years. -US owned establishments are the trend setters. They spend more on training and utilize more sophisticated approaches to training and development. -The demand for certification and qualification based programs has increased significantly since 2000/1 driven primarily by retention issues and enhanced employability.

5 What drives Training and Development in establishments? - the factors that drive training and development in establishments have changed significantly since 2000/1. - the need to manage the career expectations of employees and employee demands for learning represent the most significant driver in 2006/7. - the need to support and implement talent management strategies is an increasingly important driver of training and development. - establishments are increasingly concerned with employer branding. Training and development opportunities are used as a branding strategy

6 -training and development is also used to facilitate the implementation of change and promote teamwork in organisations. -the need to secure or retain external standards such as Excellence Through People and International Quality Standards represents a significant driver of training in 2006/7. -establishments are less likely in 2006/7 to provide training and development opportunities that focus solely on personnel development issues.

7 Use of Training and Development Strategies - formal training programs are still the most popular training strategy used in establishments followed by one to one job instruction. -significant growth has occurred in the use of personal development plans. 56% of establishments in 2000/1 V s 77% in 2006/7. -formal mentoring and coaching programs have shown major growth in usage since 2000/1. 43% of establishments in 2000/1 V s 67% in 2006/7. -multi-source feedback has become extremely popular for managers.

8 -e-learning has shown significant growth in usage since % of establishments use some form of e- learning. -major growth in the use of competency based training systems. The majority of US owned establishments have competency based systems for managers. -outsourcing and contracting out of training and development has increased in smaller establishments but remained relatively stable in larger establishments. -employees and line managers have an increased level of influence in shaping training strategies used in establisments.

9 Leadership Development s - leadership development now takes up a significant proportion of L&D time. -the majority of MNC s systematically develop their managers. -leadership development has taken on a strong cross cultural dimension. -top teams and senior executives are increasingly concerned with their development. -establishments are utilizing a diversity of leadership development strategies

10 - blended learning strategies are widely practiced in leadership development. -MNC s are the trend setters by a significant margin. Major growth has occurred in the Irish Banking and Financial establishments. -increased use of customized approaches rather than standardized models or one size fits all models. -establishments increasingly use job assignments, special projects, hardship experiences and international assignments as leadership development strategies -talent management has emerged as a key priority for MNC s in particular.

11 Training Development Best Some Tentative Conclusions: -the level of training and development activity has increased in Irish establishments. -this growth in activity is not however uniform. Major sectorial, size, size and ownership differences. -training and development is increasingly driven by career issues, retention, employer branding and external regulatory requirements. -increased demand for certification and qualification based programs. Major increase in the use of competencies.

12 -establishments increasingly utilize a blended learning approach. -leadership development has moved up the agenda. -increased focus on executive and top team development. -major growth in the use of personnel development plans, multi-source feedback systems and customised development approaches. -individual manager is increasingly taking ownership for development and career.

13 Any Questions??