2020 HR Learning and Talent Development Trends Survey · 2020 HR Learning and Talent Development...

© 2019 The Ken Blanchard Companies. All rights reserved. Do not duplicate

2020 HR Learning and Talent Development Trends SurveyLegal Notice: These slides are being provided to support your participation in the online seminar which took place on December 18, 2019 and represent the proprietary intellectual property of The Ken Blanchard Companies. They are protected under international copyright law and cannot be resold, rented, loaned, or circulated to any third party. These slides cannot be used to create or deliver any form of a learning experience or training program. Additionally, they may not be duplicated or reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the expressed written consent of The Ken Blanchard Companies.

2© 2019 The Ken Blanchard Companies. All rights reserved. Do not duplicate

David Witt is a Program Director for The Ken Blanchard Companies. He is an award-winning researcher on the topic of employee work passion and is the host of the companies’ monthly webinar series. David has also authored or coauthored articles in Chief Learning Officer, Fast Company, Human Resource Development Review, Training, and US Business Review.

David WittProgram DirectorSenior ResearcherThe Ken Blanchard Companies

Meet today’s presenter!


2020 HR Learning and Talent Development Trends Survey

Conducted November 1-17, 2019

822 respondents

Functional Area of Respondents

• Learning and Development 19%• Leadership Development 17%• Training and Development 13%• Organizational Development 13%• Human Resources 12%• Talent Management/Development 11%



We asked four structured questions and one open-ended question

“What is the #1 new initiative you are planning to focus on in 2020?”


The #1 Business Focus for L&D Leaders in 2020

Business growth

through an enhanced

customer experience.


Here is the first of the four structured questions we asked with a set list of response possibilities.



Of the issues/challenges listed below, to what extent is each something your organization will face in 2020?



Which of the following people development challenges is most concerning in 2020?

CONCERNING EFFECTIVE GAP

Getting leaders at all levels to be more coach-like 4.69 3.05 1.64

Preparing for leadership gaps/creating leadership bench strength 4.65 3.15 1.5

Developing team leadership skills 4.61 3.21 1.4

Developing front-line leaders 4.47 3.14 1.33

Developing mid-level leaders 4.49 3.17 1.32

Developing front line people to be proactive self leaders 4.35 3.03 1.32

Building trust 4.54 3.38 1.16

Identifying and developing high-potentials 4.42 3.29 1.13

Developing senior leaders 4.23 3.18 1.05

Improving employee engagement 4.46 3.42 1.04

Retaining top talent 4.45 3.46 0.99

Improving productivity 4.23 3.46 0.77

Improving levels of customer service 4.05 3.74 0.31

1-no extent, 2-little extent, 3-some extent, 4-great extent, 5-very great extent, 6-fullest extent


Analyzing the 900 open-ended responses


• Design work (51%)• Leadership development (26%)• Employee experience (17%)




• Design work• Leadership development• Employee experience


2020 HR/L&D

Design InitiativesELEARNING

20%

CURRICULUM DESIGN11%

AGILE CHANGE MANAGEMENT8%

TEAM DEVELOPMENT7%

ALIGNMENT7%

CULTURE7%

COACHING6%

SUCCESSION PLANNING5%

SELF LEADERSHIP5%

ONBOARDING4%

PERFORMANCE MANAGEMENT4%

ARTIFICIAL INTELLIGENCE3%

LEADERSHIP COMPETENCIES2%

CONTENT CURATION2%

CORPORATE UNIVERSITY2%

MENTORING2%

CROSS TRAINING1%

BLOCKCHAIN1%

ELEARNING

CURRICULUM DESIGN

AGILE CHANGE MANAGEMENT

TEAM DEVELOPMENT

ALIGNMENT

CULTURE

COACHING

SUCCESSION PLANNING

SELF LEADERSHIP

ONBOARDING

PERFORMANCE MANAGEMENT

ARTIFICIAL INTELLIGENCE

LEADERSHIP COMPETENCIES

CONTENT CURATION

CORPORATE UNIVERSITY

MENTORING

CROSS TRAINING

BLOCKCHAIN


Elearning


In their own words…

“Creating more eLearning content; Expanding development offerings; Expanding our training portfolio globally.”

“Developing more micro-learning and video curriculum; Creating customized and individual learning plans to provide employees more training opportunities for personal and professional development”

“Increasing access and participation in learning. Creating shorter, more focused, single topic training sessions; Launching bite-size learning sessions, 60-90 minutes. Moving away from 2-day programs”

“Digital transformation; Flipping my emerging leaders learning strategy to become more learner centric and a better fit with changing technologies.”


Curriculum Design



“Setting up customized training programs for core functions; Creating learnings and increasing capabilities that connect to our core values.”

“A revamp and expansion of our leadership development curriculum. Back to basics for managers and leaders; Going back to foundations. Preparing autonomous leaders.”

“Rolling out a new leadership framework; Crafting learning journeys for people managers, individual contributors, and key talent.”

“Enhancing soft skills development and training for managers and supervisors to increase interpersonal skills leading to employee retention.”


Agile Change Management



“Building staff capacity for change; Having a growth mindset about change.”

“Building trust and mobilizing for change; Shifting towards automation and digitization.”

“Creating a simple change management toolkit to develop organizational capability.”


Team Development



“Building team cohesiveness to influence organizational health. Developing strategies to effectively build strong relationship skills inside teams.”

“Improving communication between team members and improving efficiency for projects; Better team communication and feedback, along with performance management.”

“Team collective performance and individual flourishing; Teaming as an organizational competency to build an agile/scrum leadership culture.”


Alignment



“Cohesion; Development of a more consistent training protocol for entry level positions; Embedding of development programmes; Increased alignment and integration of talent management processes across the organization.”

“Linking organizational goals to specific learning and development initiatives; Aligning talent management strategy with business strategy.”

“Tying culture to strategy; Creating learnings and increasing capabilities that connect to our core values.”


2020 HR/L&D

Design InitiativesELEARNING

20%

CURRICULUM DESIGN11%

AGILE CHANGE MANAGEMENT8%

TEAM DEVELOPMENT7%

ALIGNMENT7%

CULTURE7%

COACHING6%

SUCCESSION PLANNING5%

SELF LEADERSHIP5%

ONBOARDING4%

PERFORMANCE MANAGEMENT4%

ARTIFICIAL INTELLIGENCE3%

LEADERSHIP COMPETENCIES2%

CONTENT CURATION2%

CORPORATE UNIVERSITY2%

MENTORING2%

CROSS TRAINING1%

BLOCKCHAIN1%

ELEARNING

CURRICULUM DESIGN

AGILE CHANGE MANAGEMENT

TEAM DEVELOPMENT

ALIGNMENT

CULTURE

COACHING

SUCCESSION PLANNING

SELF LEADERSHIP

ONBOARDING


ARTIFICIAL INTELLIGENCE

LEADERSHIP COMPETENCIES

CONTENT CURATION

CORPORATE UNIVERSITY

MENTORING

CROSS TRAINING

BLOCKCHAIN


COLLABORATION31%

AGILITY & CHANGE17%

WELLBEING13%

COMMUNICATION12%

DIVERSITY & INCLUSION9%

RESILIENCE7%

SERVANT LEADERSHIP7%

ACCOUNTABILITY4%

Top Culture

Attributes Desired:

• Collaboration• Agility & Change• Wellbeing• Communication• Diversity & Inclusion• Resilience• Servant leadership• Accountability



“Accountability within the organization.”

“Adapting to shifting circumstances; Increasing agility and decreasing bureaucracy; Reinforcing the agile work discipline.”

“Increasing collaboration between departments at every level; Increasing cross functional collaboration across all roles in the organization- not just across senior management- break down duplication and silos.”

“Deepening our employee's sense of connection and belonging amongst one another.”

“Improving communication throughout company; Increasing open and honest communication between upper management and the rest of the staff.”



“Creating a safe workplace with communication and transparency; Promoting a more open feedback culture.”

“Diversity & Inclusion; Changing culture to allow underrepresented jobseeker markets to feel more included in our culture; Creating a culture that everyone feels welcome to work in.”

“Resilience; Enabling employees/leaders to become more resilient (bounce back fast, prevent burn out and increase employee engagement)”

“Focus on wellbeing and mental health; Improving EVP and employees well-being; Rethinking and expanding benefits to promote employee wellbeing.”


Of the following leadership skills, which are most critical for your leaders to have?



COACHING SKILLS33%

EMOTIONAL INTELLIGENCE15%


15%

TALENT MANAGEMENT11%

PEOPLE MANAGEMENT7%

TRUST BUILDING7%

GROWTH MINDSET6%

INNOVATION6% 2020 Leadership

Development Key Priorities

• Coaching Skills• Emotional Intelligence• Performance Management• Talent Management• People Management• Trust Building• Growth Mindset• Innovation


17% will be focusing on the Employee Experience in five broad categories

• Development• Engagement• Retention• Hiring• Productivity

Development44%

Engagement28%

Retention12%

Hiring9%

Productivity7%



“Career planning and career pathing for employees; Creating learning pathways for career progression.”

“Re-skilling in a Learning and Talent Development context; Developing individual strategies for my team members to excel in their current role and prepare for their next desired role.”

“Increasing engagement in staff around what "could be" rather than "what is."



How would you answer the question

“What is the #1 new initiative you are planning to focus on in 2020?”

Write your answer in the chat box!

In 2020, leadership, learning, and talent professionals are planning to focus

• on the development of employees at all levels with a special emphasis on front line and mid-level leaders

• by improving skill levels and creating a more supportive and change ready culture

• to improve the organization’s ability to collaboratively succeed and grow in a changing environment

• by making it easier to access training resources.

The 2020 Summary Statement



a. Links to articles and eBooks

b. Invitation to January webinar

c. Discuss your initiative

Poll: Other Resources


Randy ConleyTrust Practice LeaderThe Ken Blanchard Companies

Use the chat panel to ask your questions!

Offices world-wide to serve you—visit

www.kenblanchard.comto learn more

David WittProgram DirectorThe Ken Blanchard Companies

http://www.kenblanchard.com/

2020 HR Learning and Talent Development Trends Survey · 2020 HR Learning and Talent Development...

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