Dave Boggs, CEO at SyberWorks, states, “This episode examines how the Validation &
Compliance Institute has developed the SyberWorks Hosted Learning Management
System to sell online FDA compliance training..”
Salaries were largely static during 2009, with
65% seeing no increase compared with 44% the year before.
Benefit
packages were depleted during 2009 across all categories, with fewer people
receiving company pensions or pension contributions, occupational sick
pay, bonus schemes, private medical insurance, life assurance and
critical illness insurance, share options and company cars, and those
without any employment benefits at all rose from 13% to 25%.
The number
of people that are considering changing jobs during the next twelve
months rose to 63% from 55% the previous year. Of these, more people
want to move into e-learning (32% up from 22%) with a reduction in
those wanting to find a role in management and soft skills training
(22% down from 33%).
Reports an increase in the number of job vacancies during the second half 2009 with a significant increase during the last three months.
Learning Industry Work and Salary Survey 2009 Blue Eskimo
Nothing surprising here..as with past recessions, you will see an increase of people planning to make a job change once the economy shows signs of improvement.
Found an interesting post on Talent Management ....A Year Without Learning by Kevin D. Wilde
The author does a good job illustrating the results of cutting the training budget...I agree..
Excerpt:
"Explain Away the Numbers
The CEO's self-satisfied glow began to fade as uneasiness crept in. Rereading the numbers portion of the year-end results, he wondered, so how do I explain this to the board?
Market share was down five points. The sales force did have more face time with customers, but its effectiveness wasn't impressive. In fact, comments from the CEO of one of our most important customers were concerning. Our team botched the proposal and let the competition come in at the last minute and steal the contract. Something about misreading the client's real needs.
In defense of the sales force, it really didn't have anything that revolutionary to sell this year. For some reason, the pipeline of new products thinned out in the past year.
But I can't be hard on the R&D leader either. Marketing really dropped the ball, missing new trends, and we were blindsided with that new product announcement from our key competitor. I guess the high level of turnover and churn in marketing this past year kept that group in turmoil.
He glanced at the resignation letter on his desk, the latest defection of promising marketing talent. I don't understand this new generation, he thought, leaving for a role where she felt more commitment to her professional growth, even if the salary and responsibilities aren't that different!
Those losses have put our new product platform launch behind six months. It's not like I don't give these new leaders visibility. How do I explain to the board the two, bright international leaders they met last year are now gone, as well?"
Jim Kissane had an interesting post over on his Workforce Development Blog on when it makes sense to provide JIT training (just-in-time training) on a project.
How would you make this happen? Sure, you want to be able to train people on projects as they are called in to work on them or their specific piece of them, but so often in the real world, this does not happen. Not saying its right, just saying what it.
The whole point is that learning professionals should speak the language of business and performance not training and development....here is an excerpt from the article:
"For a start, they need to understand that most business managers are not particularly interested in training and learning per se. Some may be, but they tend to be the exception rather than the rule. During my career I have only known a very few line managers who were keen to engage in discussions about instructional design or the advances in our understanding of pedagogy. As professionals, those of us working in training and development need to know about these things and behind closed doors (or down at the pub) we expect to discuss them.
However, they're just not topics with which to engage a business manager. That said, most managers will be extremely interested in the output of the learning process - in the improved performance and productivity of individuals or groups within their remit, and in the impact of training and development on business results. If they are senior leaders they will also be passionate about what the training and development department is doing for the performance of the organisation as a whole."
While surfing my rss feeds, I came across an another article that had the theme of 'why its bad to cut training'. What is different about this article is that the author makes a good case, stating that training is really every manager's responsibility - his premise is that companies generate more revenue by making training every manager's responsibility.
What I really liked about the article is that it provided specifics for industry professionals (this happens to be an article from the hospitality industry on hotel employee training) about how to integrate training into all aspects of an employee's daily routine taking into account temporary dips in business activities.
"Yet even companies that do have designated training manager or director to lead the charge still understand: training is a process not just a title, position, or job description.......
Whether you are a hotel trainer by title, or a department head,
assistant manager, or shift supervisor, here are some ideas to make
training happen every week, every day, every shift:
When forecasting temporary dips in business activity, schedule formalized, workshop style training during down-times.
Even during periods of peak activity, there always seems to be dips
in the “cycle of service” during which staff have predictable periods
of down-time. This is a great chance to schedule some on-the-job
coaching.
Sometimes business levels drop unexpectedly; during these times it
is not always possible to cut hours by sending staff home early. If so,
conduct impromptu “grab and go” training meetings.
Conduct individualized coaching with frontline associates directly
in their workplace between transactions during actual shifts.
Reinforce what was done well; focus on what could have been done more effectively.
Distribute copies of article reprints from publications such as this for discussion/review at meetings.
Checkout cost-effective multi-media (DVD’s and videos) from
resources such as the Educational Institute or the Sunrise Basic
Training series.
Reinforce training themes with workplace displays that can be made fun with simple word processing programs.
Find ways to cut costs but to still attend industry conferences or
events; book early to reduce registration fees. The biggest cost
historically is usually airfare and travel costs, which can be secured
at value rates if you plan ahead to send your leaders to such events.
If you are a hotel company or association, this is a terrific
opportunity to show value to your stakeholders by finding a way to
still offer quality educational and training events at future meetings."
I agree and these are ideas that can be applied to many different industries.
"A new AchieveGlobal study finds that employees value respect in the workplace, even more than money and learning and development. And that finding cuts across all generations.
The study aimed to measure the role that generational diversity plays with regard to job performance, work team interaction, and perceived skill sets. What it found was most people want to be respected for the work they do more than rewarded."
SyberWorks e-Learning Podcast Series
Join the SyberWorks Learning Management Technology Group on Linkedin
Follow SyberWorks on Twitter