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
Technology Integration (integrating learning technologies with each other or with other corporate applications)
Diagnostics (identifying causes of problems and making recommendations)
Delivery (managing a network of instructors and delivering content using multiple modalities)
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)
Reporting and Analysis (defining business metrics and reporting the data to make business improvements)
Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs)
Training Organization Performance


Question Title

* 2. How important is it for a great training organization to perform each of the following Diagnostics practices well?

  Not Important Slightly Important Somewhat Important Moderately Important Very Important
Recommend a variety of solutions beyond training, when relevant
Collect data from a variety of sources and levels within the organization
Identify competency gaps
Leverage experience addressing other clients' problems
Gather information to understand the environment in which training is provided (e.g., culture, norms)
Conduct a systematic analysis to develop a plan
Project budget requirements across training timeline
Listen to uncover real business problems and needs
Collect data using a variety of approaches (e.g., surveys, interviews, focus groups)
Forecast future training needs

Question Title

* 3. How important is it for a great training organization to perform each of the following Strategic Alignment practices well?

  Not Important Slightly Important Somewhat Important Moderately Important Very Important
Plan for training transfer and sustainment
Customize training to meet organization's needs
Align training with overall talent management strategy and systems (e.g., rewards system, selection)
Develop consultative partnerships with clients
Adapt training to the organization's unique business or culture
Ensure stakeholder buy-in
Establish agreed-upon business objectives
Define performance success metrics

Question Title

* 4. How important is it for a great training organization to perform each of the following Portfolio Management practices well?

  Not Important Slightly Important Somewhat Important Moderately Important Very Important
Offer a wide range of course topics
Provide certified or accredited courses
Use a variety of methods or tools (e.g., online, in-person, blended)
Establish specialty areas of deep subject matter expertise
Add new material and refresh older material
Retire courses as they are no longer needed

Question Title

* 5. How important is it that a great training organization do each of the following Content Development practices well?

  Not Important Slightly Important Somewhat Important Moderately Important Very Important
Use creativity or innovation in design (e.g., with new technologies)
Include post-training activities in design (e.g., job aids, reinforcement sessions)
Incorporate experiential learning activities
Identify opportunities to repurpose content
Leverage post-training feedback to improve content
Create easy-to-use support materials (e.g., videos, manuals)
Make course materials available to clients for future updates
Use blended methods to accommodate multiple learning preferences
Use industry, company or job-relevant examples
Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises)
Use research-based or reliable information
Make training engaging and interactive (e.g., role plays)
Involve subject matter experts or thought leaders

Question Title

* 6. How important is it for a great training organization to perform each of the following Delivery practices well?

  Not Important Slight Important Somewhat Important Moderately Important Very Important
Incorporate informal learning opportunities (e.g., coaching, user-generated content)
Use instructors with great facilitation and presentation skills
Scale as needs grow
Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended)
Use knowledgeable or expert instructors
Make training accessible at convenient times
Provide training in locations convenient for learners
Present courses in different languages
Make training available at the time of learner need

Question Title

* 7. How important is it for a great training organization to perform each of the following Technology Integration practices well?

  Not Important Slightly Important Somewhat Important Moderately Important Very Important
Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems)
Communicate with IT staff
Use consultative skills to develop an integration plan
Enable content to work with multiple learning technologies
Use different types of learning technologies (e.g., administrative, authoring and delivery)
Update integration as new technologies emerge

Question Title

* 8. How important is it for a great training organization to perform each of the following Administrative Services practices well?

  Not Important Slightly Important Somewhat Important Moderately Important Very Important
Track individual skills, competencies and development plans
Track badging (e.g., certification expiration, compliance)
Manage other vendors or outsource processes
Track test results or other learning outcomes
Register learners into courses
Schedule instructors, course materials and facilities
Track course completions
Track and reimburse tuition expenses

Question Title

* 9. How important is it for a great training organization to perform each of the following Reporting and Analysis practices well?

  Not Important Slight Important Somewhat Important Moderately Important Very Important
Assess or measure business outcomes
Manage data from multiple sources
Collect course feedback from learners, managers, instructors and other relevant parties
Establish a data evaluation plan
Collect cost data (direct and indirect)
Assess or measure application or use on the job
Assess or measure learning outcomes
Develop meaningful dashboards or reports
Demographics

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

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* 11. Has your organization undergone a merger or acquisition in the last three years?

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

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

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

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

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* 16. 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

* 17. 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
Sales target/quota attainment
Customer satisfaction
Employee satisfaction

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* 18. In your estimation, what percentage of your 2018 training budget was spent on external training services (i.e., vendors)? Please enter a whole number between 0 and 100. If you are unsure, please leave this answer blank.

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* 21. Please complete the following if you would like to receive an executive summary of the results at the conclusion of this project. Training Industry, Inc. keeps this information strictly confidential.

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