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
Administrative Services (scheduling, registering and maintaining technology and other support functions)
Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs)
Content Development (assessing, designing, managing and maintaining content)
Technology Integration (integrating learning technologies with each other or with other corporate applications)
Strategic Alignment (designing learning programs that align with business objectives)
Delivery (managing a network of instructors and delivering content using multiple modalities)
Diagnostics (identifying causes of problems and making recommendations)
Reporting and Analysis (defining business metrics and reporting the data to make business improvements)
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
Conduct a systematic analysis to develop a plan
Forecast future training needs
Identify competency gaps
Collect data using a variety of approaches (e.g., surveys, interviews, focus groups)
Leverage experience addressing other clients' problems
Listen to uncover real business problems and needs
Recommend a variety of solutions beyond training, when relevant
Collect data from a variety of sources and levels within the organization
Project budget requirements across training timeline
Gather information to understand the environment in which training is provided (e.g., culture, norms)

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

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
Provide certified or accredited courses
Establish specialty areas of deep subject matter expertise
Offer a wide range of course topics
Use a variety of methods or tools (e.g., online, in-person, blended)
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
Use industry, company or job-relevant examples
Use blended methods to accommodate multiple learning preferences
Identify opportunities to repurpose content
Involve subject matter experts or thought leaders
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
Make course materials available to clients for future updates
Create easy-to-use support materials (e.g., videos, manuals)
Leverage post-training feedback to improve content
Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises)
Make training engaging and interactive (e.g., role plays)
Use research-based or reliable information

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
Scale as needs grow
Make training available at the time of learner need
Present courses in different languages
Make training accessible at convenient times
Provide training in locations convenient for learners
Use instructors with great facilitation and presentation skills
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)
Use knowledgeable or expert instructors

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)
Use consultative skills to develop an integration plan
Update integration as new technologies emerge
Use different types of learning technologies (e.g., administrative, authoring and delivery)
Communicate with IT staff
Enable content to work with multiple learning technologies

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

Question Title

* 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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