EMERGING TRENDS IN TRAINING AND DEVELOPMENT

Contents
Introduction...........................................................................................................................................1
Employee Training Methods..................................................................................................................2
Emerging Training techniques................................................................................................................2
Global trends in training and development...........................................................................................3
Challenges.............................................................................................................................................3
Findings.................................................................................................................................................3
Conclusion.............................................................................................................................................4

Introduction Skills
development

The only thing worse than training your employees and having Remedial
process to Job
them leave is not training them and having them stay-Henry Ford improve Job satisfaction
performance
(Founder, Ford Motor Company)

Increased Less
Productivity
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Training is teaching operational or technical employees how to do the job for which they were hired
and Development is teaching managers and professionals the skills needed for both present and
future jobs.

Training and Development includes three main activities:

1. Training: It is concerned with the activity that the person currently holds.
2. Education: It is concerned with the potential job that the individual might hold in future.
3. Development: It is concerned with those activities that may partake in future and is almost
impossible to evaluate.

Employee Training Methods

Emerging Training techniques

2. Gamification as a training technique

Companies are moving toward using games and simulations to foster greater employee engagement
by tapping into the innate human preference for fun. By applying games to work related scenarios,
employees can use their problem-solving skills to develop business solutions.

Deloitte built a leadership development training program for its senior executives, but had difficulties
getting them to complete it. The company revamped the program to include gaming components like
badges, leader boards and status symbols to track the executives progress. This change resulted in a
50 percent shorter completion time and a 46.6 percent increase in the number of users returning to
the site daily.

3. M-learning as a Training Technique

Mobile has transformed the way companies work, interact, and collaborate. The key benefit mobile
provides is access to information anytime, anywhere. For learning purposes, m-learning condenses
lessons into shorter, bite-sized micro lessons that can be easily absorbed on the go. Micro content
such as graphs, charts or 2- to 3-minute videos can be consumed while commuting on the train or
during a lunch break. Less formal than structured learning environments, m-learning is mostly done
in between other tasks and is self-initiated.

TCS uses many mobiles for its employee training like TCS Fit for Life, TCS Agile Innovations, TCS Digital
Forum, and TCS Innovation to train its employees.

Most companies recognize that mobile learning solutions can improve adoption, expand global
reach, and engage users better, but do not understand how to execute a mobile strategy.
Additionally, some organizations find it challenging to determine what options are available and
which providers to consider. Regardless of the barriers they are facing, organizations looking to
improve their learning functions will need to make mobile part of the equation and determine what
requirements they have in order to select a technology partner.

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Global trends in training and development

Strategic focus: Organisations are aligning their practices towards the organizations overall
business strategy.
Employee Training & Development governance: Organisations are focusing on the proper
governance of the Employee Training & Development function, in line with corporate governance
principles.
Proactive needs analysis: Organisations are running training needs analyses proactively, with a
direct link to business goals and future priorities.
Combined learning: Organisations are using a blend of different methodologies to facilitate
learning, with a particular emphasis on electronic learning.
Performance improvement: Organisations are no longer doing training purely for the sake of
training; but there is a shift towards delivering only training that improves the business.
Create Learning culture: Organisations keep the perspective that training is a waste of time if
there is no environment conducive to learning and growth
Outcomes-based learning: There is a global shift towards outcomes-based learning, in which the
focus is on clear outcomes and applied competencies rather than a great deal of interesting but
inappropriate information.
Learner support: Training departments are developing focused learner- support strategies to
support learning and remove obstacles to learning and growth.
Mentoring and coaching: Training alone is not enough; supportive mentors and coaches are
needed in the workplace to accelerate learning and growth.
Training measurement: Companies are measuring the impact of training based on clear tangibles
in terms of the financial value of training.
Talent management: Employee Training & Development is being integrated into talent
management strategies, in which talented employees are given opportunities to develop their
talents further so that their potential can be optimised in the workplace

Challenges
Findings

The Training and development (T&D) sector is expected to shape in the year ahead
Organizations will become more open about their T&D policies and practices
Employees will expect greater openness from executives about performance review criteria,
changes in corporate strategy, career advancement opportunities, high potential program
selection and even management succession
Coaching is and will continue to be a key tool in executive and leadership development
A renewed demand for training programs design to build communications skills, critical thinking
and creativity

Most companies find they must play catch-up or lose ground in an increasingly integrated,
competitive global marketplace
High employee turnover
Senior management turning to HR and T&D to build closer relationships with high-performing
workers and to use development as a means to improve retention and engagement

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 Process of selecting will become more open
Ambitious individuals volunteer enthusiastically for any kind of leadership development offering
Corporate training technologies are rapidly changing exciting times

The trend is away from classroom training to web base and activity base learning
Shift from passive page turning learning programs to just in time performance support systems
Organizations now a days try to link business strategy with training

Conclusion

The ROI of T&D efforts is clear

Low turnover rates
More top-performing employees
Higher promotion rates
Overall higher engagement and satisfaction
Companies must adapt their learning strategies to meet the demands of todays workforce
Traditional models of learning do little to bridge the gap between employer and employee or to
improve engagement and performance
Key takeaways
Select the right provider
Collaborate with the business
Put the individual first
Go mobile

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