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|| JANUARY 22, 2013

The Corporate Learning Factbook 2013: Benchmarks, Trends, and Analysis of the U.S. Training Market
COMPANIES DOUBLE-DOWN ON EMPLOYEE DEVELOPMENT >> With greater financial stability, U.S. companies are committing more resources to training and development. In 2012, overall training spending rose 12 percent, on average, following a 10 percent gain in 2011. (See Figure 1.)

The continued investment in employee development is a sign that businesses are focused on reskilling their workforces. As the pace of innovation continues to accelerate and companies look to expand their operations globally, employees should acquire more specialized skills, as well as adapt to a workplace that is becoming more transient, mobile, and self-servingwhat we call the borderless workplace.  These changes are challenging our traditional approaches to how learning is developed and delivered, as well as our assumptions about the role of the L&D team. Modern organizations are embracing these changes by rethinking how they operate to better align with business needs.

What Leaders Need to Know


Recognized as a leading source of data on training budgets, staffing, and programs, The Corporate Learning Factbook 2013 provides data, including trends in metrics over time, and guidance to help L&D executives make valuable investment decisions. Among the findings: Mature Companies Spend 34 Percent More In 2012, U.S. companies spent an average of $706 per learner. The leading organizations, however, are investing considerably more to develop their talent. Organizations with mature, effective L&D functions (what we call high-impact learning organizations) spent $867 per learner, 34 percent more than spending by companies at the lowest maturity level. High-impact learning organizations focus on improving performance through training as well as other talent initiatives. These L&D functions help to build the necessary human capabilities within their organizations to meet business goals and respond to change. The L&D Footprint Continues to Shrink Although many training teams added staff during the year, the additional headcount was outpaced by faster growth in learner populations. As a result, in many companies, the overall footprint, or ratio of training staff relative to the learner population, continued to decline. This trend is one signal of the changing role of the L&D function. No longer is the L&D function
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Figure 1: Year-over-Year Change in Training SpendingU.S. 20062012


15%

12%
10%

10%

7%

6%
2%
2008 2009 2010 2011 2012

5%

0%

2006

2007

-5%

-10%

-11% -11%
-15%

Source: Bersin by Deloitte, 2013.

Copyright 2013 Deloitte Development LLC. All rights reserved.

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Figure 2: The Bersin High-Impact Learning Measurement Framework


Satisfaction
Did you reach the desired audience? Did they complete or comply as desired Who did not comply and why?

Learning
How efficient and cost-effective was it? How did it compare to other similar programs or competitive programs? How well did it use the learners time ?

Adoption

How well do the programs solve the workforces particular problems? How well did it align to the specific job related problems and issues? Would learners recommend this program to their peers?

Utility

Efficiency

How well were program business priorities defined? How well did business units buy in on the value of this program relative to other investments?

Alignment

How well did you meet specifically defined client (business user or customer) objectives? These may be revenue, time to market, compliance, time to complete, etc.

Attainment

Contribution Activity Individual Performance

Feedback Organizational Performance


Source: Bersin & Associates, 2011.

the place for learning; instead, the role of the L&D team is to facilitate and enable learning. L&D teams should build skills in performance consulting, gain expertise in new technologies including social and mobile, and work to cultivate strong learning cultures within their organizations. Social Learning Expenditures Jump 39 Percent Social learning is one catalyst for the transformation in L&D. Our research demonstrates that in 2007, just 11 percent of U.S. companies were using communities of practice in a training context; today, the figure is nearly three times higher. Similarly, spending on social learning has grown substantially over the past few years. In 2012, U.S. companies spent $13,675, on average, on social learning tools and servicesan impressive 39 percent jump over 2011 levels. We believe that the evolution to informal learning will be of a similar magnitude as the switch to e-learning that began over a decade ago.

make improvements. Other metrics such as adoption, utility, alignment, attainment, and performance are also critical to assess and improve the L&D function.1 (See Figure 2.) This benchmarking study, Available to Bersin WhatWorks members or for purchase via our online store, www.bersin.com/store, is just one resource of many to help you evaluate and improve your learning and development initiatives. Other resources include Bersin's Enterprise Learning Framework, Learning Organization Maturity Model, and our High-Impact Learning Organization series highlighting key points of differentiation between the leading learning organizations and the rest. These resources are designed to help organizations build their L&D capabilities to deliver exceptional business performance in todays global marketplace.

About Bersin by Deloitte Bersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance. Our WhatWorks membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions, benchmark against others, develop their staff, and select and implement systems. A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day. More than 5,000 organizations worldwide use our research and consulting to guide their HR, talent and learning strategies.

Advancing Your Learning and Development Initiatives


One of the strongest predictors of a high-impact learning organization is learning measurement. These organizations understand that the purpose of measurement is not to justify the existence of L&D but rather to capture actionable information in order to improve the efficiency, effectiveness, and alignment of the entire L&D function. Efficiency and consumption metrics, including those covered in this report, allow L&D leaders to pinpoint potential problem areas and

This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Bersin by Deloitte 180 Grand Avenue, Suite 320 Oakland, CA 94612 +510-251-4400 Info@bersin.com www.bersin.com

For more information, The Impact Measurement Framework: An Update for the Measurement of Informal Learning, Bersin & Associates / Josh Bersin, May 3, 2011. Available to research members at www.bersin.com/library.
Copyright 2013 Deloitte Development LLC. All rights reserved.
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