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
Delivery (managing a network of instructors and delivering content using multiple modalities)
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)
Diagnostics (identifying causes of problems and making recommendations)
Strategic Alignment (designing learning programs that align with business objectives)
Administrative Services (scheduling, registering and maintaining technology and other support functions)
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
Collect data using a variety of approaches (e.g., surveys, interviews, focus groups)
Recommend a variety of solutions beyond training, when relevant
Project budget requirements across training timeline
Identify competency gaps
Collect data from a variety of sources and levels within the organization
Forecast future training needs
Conduct a systematic analysis to develop a plan
Leverage experience addressing other clients' problems
Gather information to understand the environment in which training is provided (e.g., culture, norms)
Listen to uncover real business problems and 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
Align training with overall talent management strategy and systems (e.g., rewards system, selection)
Develop consultative partnerships with clients
Establish agreed-upon business objectives
Adapt training to the organization's unique business or culture
Define performance success metrics
Customize training to meet organization's needs
Ensure stakeholder buy-in

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

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
Leverage post-training feedback to improve content
Use research-based or reliable information
Make training engaging and interactive (e.g., role plays)
Use blended methods to accommodate multiple learning preferences
Use creativity or innovation in design (e.g., with new technologies)
Make course materials available to clients for future updates
Create easy-to-use support materials (e.g., videos, manuals)
Identify opportunities to repurpose content
Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises)
Use industry, company or job-relevant examples
Incorporate experiential learning activities
Include post-training activities in design (e.g., job aids, reinforcement sessions)
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
Make training available at the time of learner need
Use knowledgeable or expert instructors
Use instructors with great facilitation and presentation skills
Make training accessible at convenient times
Provide training in locations convenient for learners
Incorporate informal learning opportunities (e.g., coaching, user-generated content)
Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended)
Present courses in different languages
Scale as needs grow

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

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 course completions
Track individual skills, competencies and development plans
Track badging (e.g., certification expiration, compliance)
Schedule instructors, course materials and facilities
Register learners into courses
Manage other vendors or outsource processes
Track test results or other learning outcomes
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
Establish a data evaluation plan
Assess or measure learning outcomes
Assess or measure business outcomes
Collect course feedback from learners, managers, instructors and other relevant parties
Assess or measure application or use on the job
Collect cost data (direct and indirect)
Manage data from multiple sources
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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