Introduction 
 
Background: For over a decade, Training Industry, Inc. has surveyed learning leaders from a variety of industries to identify the process capabilities and practices that define great training organizations. Over 2,500 learning leaders from more than 2,000 organizations across the globe have contributed their expert opinions. The current study continues this research. 
 
Purpose: To investigate the processes and practices that define great training organizations.

For the purpose of this survey, a "client" refers to an internal or external customer or consumer of training and development services.

Our Promise: As always, Training Industry, Inc. keeps individual survey data confidential. To thank you for your participation, you will receive a benchmark report, summarizing survey findings.
Training Process Capabilities

Question Title

* 1. How important is each of the following process capabilities in making a great training organization?

  Not
important
Somewhat
important
Important Critical
Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs)
Technology Integration (integrating learning technologies with each other or with other corporate applications)
Administrative Services (scheduling, registering and maintaining technology and other support functions)
Content Development (assessing, designing, managing and maintaining content)
Strategic Alignment (designing learning programs that align with business objectives)
Diagnostics (identifying causes of problems and making recommendations)
Reporting and Analysis (defining business metrics and reporting the data to make business improvements)
Delivery (managing a network of instructors and delivering content using multiple modalities)
Training Organization Performance

This section of the survey asks that you rate your team's (internal) or vendor partner's (external) approach to specific training practices using the following scale, adapted from the Capability Maturity Model’s (CMM) Five Maturity Levels of Software Processes.


Your team's or vendor's approach to the practice is:
  • Disorganized - ad hoc, unsystematic, and not sufficiently defined and documented to allow for team repetition
  • Established - defined and documented but not always consistently applied
  • Replicable - standardized; successes can be repeated because the approach is formally integrated
  • Managed - monitored and regulated through data collection, analysis and quality control processes
  • Optimized - subject to continual improvement through the introduction of new and innovative approaches to better serve the organization's needs

Question Title

* 2. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following process capabilities.

  Disorganized Established Replicable Managed Optimized N/A
Strategic Alignment (designing learning programs that align with business objectives)
Diagnostics (identifying causes of problems and making recommendations)
Reporting and Analysis (defining business metrics and reporting the data to make business improvements)
Technology Integration (integrating learning technologies with each other or with other corporate applications)
Content Development (assessing, designing, managing and maintaining content)
Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs)
Administrative Services (scheduling, registering, and maintaining technology and other support functions)
Delivery (managing a network of instructors and delivering content using multiple modalities)

Question Title

* 3. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Diagnostics practices.

  Disorganized Established Replicable Managed Optimized N/A
Conduct a systematic analysis to develop a plan
Listen to uncover real business problems and needs
Leverage experience addressing other clients' problems
Recommend a variety of solutions beyond training, when relevant
Gather information to understand the environment in which training is provided (e.g., culture, norms)
Forecast future training needs
Identify competency gaps
Project budget requirements across training timeline
Collect data from a variety of sources and levels within the organization
Collect data using a variety of approaches (e.g., surveys, interviews, focus groups)

Question Title

* 4. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Strategic Alignment practices.

  Disorganized Established Replicable Managed Optimized N/A
Align training with overall talent management strategy and systems (e.g., rewards system, selection)
Customize training to meet organization's needs
Ensure stakeholder buy-in
Adapt training to the organization's unique business or culture
Plan for training transfer and sustainment
Define performance success metrics
Develop consultative partnerships with clients
Establish agreed-upon business objectives

Question Title

* 5. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Portfolio Management practices.

  Disorganized Established Replicable Managed Optimized N/A
Add new material and refresh older material
Establish specialty areas of deep subject matter expertise
Provide certified or accredited courses
Use a variety of methods or tools (e.g., online, in-person, blended)
Retire courses as they are no longer needed
Offer a wide range of course topics

Question Title

* 6. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Content Development practices.

  Disorganized Established Replicable Managed Optimized N/A
Use industry, company or job-relevant examples
Identify opportunities to repurpose content
Use blended methods to accommodate multiple learning preferences
Incorporate experiential learning activities
Involve subject matter experts or thought leaders
Make training engaging and interactive (e.g., role plays)
Leverage post-training feedback to improve content
Include post-training activities in design (e.g., job aids, reinforcement sessions)
Make course materials available to clients for future updates
Use creativity or innovation in design (e.g., with new technologies)
Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises)
Create easy-to-use support materials (e.g., videos, manuals)
Use research-based or reliable information

Question Title

* 7. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Delivery practices.

  Disorganized Established Replicable Managed Optimized N/A
Scale as needs grow
Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended)
Provide training in locations convenient for learners
Incorporate informal learning opportunities (e.g., coaching, user-generated content)
Use knowledgeable or expert instructors
Use instructors with great facilitation and presentation skills
Present courses in different languages
Make training accessible at convenient times
Make training available at the time of learner need

Question Title

* 8. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Technology Integration practices.

  Disorganized Established Replicable Managed Optimized N/A
Use consultative skills to develop an integration plan
Use different types of learning technologies (e.g., administrative, authoring and delivery)
Update integration as new technologies emerge
Communicate with IT staff
Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems)
Enable content to work with multiple learning technologies

Question Title

* 9. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Administrative Services practices.

  Disorganized Established Replicable Managed Optimized N/A
Track individual skills, competencies and development plans
Track badging (e.g., certification expiration, compliance)
Schedule instructors, course materials and facilities
Register learners into courses
Track course completions
Track test results or other learning outcomes
Manage other vendors or outsource processes
Track and reimburse tuition expenses

Question Title

* 10. Please use the maturity scale detailed above to rate your team's or vendor partner's approach to each of the following Reporting and Analysis practices.

  Disorganized Established Replicable Managed Optimized N/A
Develop meaningful dashboards or reports
Establish a data evaluation plan
Manage data from multiple sources
Collect course feedback from learners, managers, instructors and other relevant parties
Assess or measure learning outcomes
Assess or measure application or use on the job
Collect cost data (direct and indirect)
Assess or measure business outcomes
Demographics

Question Title

* 11. Which of the following best describes the structure of your training organization?

Question Title

* 12. Has your organization undergone a merger or aquisition in the last three years?

Question Title

* 13. For which group does the training organization you represent provide the vast majority of your learning services?

Question Title

* 14. For which of the following services does your organization currently use external resources? Select all that apply.

Question Title

* 15. Please estimate the number of learners supported by your training organization. If you are unsure, please leave this answer blank.

Question Title

* 16. Please estimate the number of L&D professionals employed by your organization. If you are unsure please leave this answer blank. 

Question Title

* 17. Please rate you agreement with the following statements regarding the executive leadership at your organization:

  Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
My executive leadership understands the value of learning and development.
My executive leadership sees learning and development as a "necessary evil."
My executive leadership is willing to invest resources into learning and development initiatives.
I have the budget I need to accomplish necessary learning and development initiatives.

Question Title

* 18. When compared to the last five years, how would you rate your company's current performance?

  All-time low Worse Same Better All-time high  N/A
Revenue growth
Market share
Profitability