Average training expenditures and salaries rise 11.7 and 3.4 percent respectively, Training research reveals SOME LEADERS ONLY HAD THEIR INSTINCTS TO FACE CHANGE AND TRANSFORM A NATION. FORTUNATELY FOR ORGANIZATIONS, TODAY THERE ARE BETTER TOOLS TO TRAIN LEADERS.

1. $35
JULY/
AUGUST
2014
Average training
expenditures and
salaries rise 11.7
and 3.4 percent
respectively, Training
research reveals
PLUS:
Brain Research and Training
Taking Training’s Measure
2014 Ttv Award Winners
UP!
Going
www.trainingmag.com
THE SOURCE FOR PROFESSIONAL DEVELOPMENT
$35
NOVEMBER/
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1964-2014

2. Transforming a leader’s ability to change obstacles to opportunities has advanced. It begins now.
One resource. Three definitive tools. ForChange Leadership.
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POLIO. DEPRESSION. WAR.
SOME LEADERS ONLY HAD THEIR INSTINCTS TO FACE CHANGE AND TRANSFORM A NATION.
FORTUNATELY FOR ORGANIZATIONS, TODAY THERE ARE BETTER TOOLS TO TRAIN LEADERS.

3. NOVEMBER/DECEMBER 2014 VOLUME 51, NUMBER 6
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7. www.trainingmag.com
FEATURES
training NOVEMBER/DECEMBER 2014 | 1www.trainingmag.com
16
2014 Training Industry Report
Training magazine’s exclusive analysis of the U.S. training
industry, featuring 2014 training expenditures, budgetary
allocations, delivery methods, and training priorities.
Talent Creation and the Bottom Line
The U.S. knowledge-based economy requires a new
talent-creating financial metric that appears as an
investment on a balance sheet.
BY EDWARD E. GORDON
Going UP!
Average training salaries rise by 3.4 percent in 2013-2014.
BY LORRI FREIFELD
Taking Training’s Measure
Measuring learning means going beyond simple
assessments to get a full view of your employees’ mastery.
BY MARGERY WEINSTEIN
Brain Power
Motivating your employees to learn is easier when you
understand how their brains work.
BY MARGERY WEINSTEIN
OLC Hits the High Notes
Online Learning Conference attendees learned how to
marry the power of emotion and the thrill of technology
to keep learners coming back for more.
BY LORRI FREIFELD
52Shifting from the
Traditional LMS
Learning management systems should be in the
business of managing “learning”; however, the LMS
domain remains largely centered on authoring,
managing, and delivering courses and content.
BY DON KELLER
54 LD BEST PRACTICES
Strategies for Success
2014 Training Top 125 winner SunTrust Banks
provides details on its PATHways certificate
program.
2 Online TOC Web-only content
4 Editor’s Note Getting the Message
BY LORRI FREIFELD
6 Training Today News, stats, and business
intel BY LORRI FREIFELD
10 Soapbox Leaders Build Community
BY JANN E. FREED
12 Soapbox How to Overcome (and Prevent)
Success Disease BY JASON FORREST
14 How-To Strategically Reinforce Training
BY KENDRA LEE
15 World View Focus on Costa Rica
BY DR. NEIL ORKIN
56 Best Practices Beyond the Org Chart
BY NEAL GOODMAN
58 Training Magazine Events Make
Performance Your Business—And Prove It!
BY DANA GAINES ROBINSON
59 Learning Matters The Final Frontier
Between Our Ears BY TONY O’DRISCOLL
60 Trainer Talk Consultant Considerations
BY BOB PIKE
62 Talent Tips “If I Only Had a Brain”
BY ROY SAUNDERSON
64 Last Word Let’s Get Naked!
BY AJAY M. PANGARKAR AND TERESA KIRKWOOD
DEPARTMENTS
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8. online contents
2 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
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Virtually There: 5 Best Practices for Designing
Virtual and Blended Learning
Spending a day or two planning on paper will go a long way
toward making sure your development initiative is on track.
http://www.trainingmag.com/virtually-there-5-best-practices-design-
ing-virtual-and-blended-learning
Accelerate the Self-Leadership Challenge
Self-leadership is not self-absorption; it involves looking
inwardly to contribute outwardly.
http://www.trainingmag.com/accelerate-self-leadership-challenge
Switching Between Sectors? Beware Career Culture Shock
Finding leadership success in a different employment
sector requires not just brains but also cultural adaptability.
http://www.trainingmag.com/switching-between-sectors-beware-
career-culture-shock
Repetition: The Key to Mastery
The 10-5-3-1 Mastery Plan is not just any kind of repetition;
it’s constantly improving repetition.
http://www.trainingmag.com/repetition-key-mastery
How to Deal with Difficult People
It may seem overwhelming when considering what to do to please a
difficult person, but the tenets of good customer service always prevail.
http://www.trainingmag.com/how-deal-difficult-people
Interested in writing an online article for www.trainingmag.com?
E-mail Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com.
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9. To tackle upcoming crises, rebuild organizations and create new business models, multiple skill and character
sets will be required. And because new circumstances will continue to arise, leadership development is never
finished. The need for the right leader at the right time remains constant.
We can help you on your journey.
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LEADERSHIP DEVELOPMENT
IS A JOURNEY
NOT A DESTINATION

10. Lorri Freifeld
lorri@trainingmag.com
I
had the incredible opportunity to visit Hawaii for the first time last month for
the relaunch of the Turtle Bay Resort on the north shore of the island of Oahu.
The staff of 600 was friendly, dedicated, passionate, and committed to making
each guest’s stay a memorable experience.
But I quickly learned that was not always the case (which immediately sparked
my reaction of: How could anyone not be over the moon about working there amid
sun-drenched beaches, sparkling turquoise seas, and windswept
coconut trees?). But the employees were jaded by a succession of
owners interested only in making money and not respecting the
Hawaiian culture. And there was serious distrust about potential
overdevelopment of this virtually untouched side of the island.
New owner Replay Resorts invested more than $40 million in
property renovations and rebranding, but also realized the im-
portance of investing time and money in training. As a result,
CEODrewStotesburyandGM/VPDannaHolckspenttwoweeks
talking to every employee in groups of five to 10, and together,
they formulated Turtle Bay’s six core values (or pillars) that set the
standard by which the staff operates and serves its guests:
These values are reinforced in three customer service training modules that all
employees must complete. This is not a once-and-done training, but an ongoing
effort that is payingdividends. You’ll learnmoreaboutmyexperience andthetrain-
ing at Turtle Bay in the January/February 2015 issue of Training.
I’m writing about this experience because it emphasized for me once again the
power of our mantra: Training Matters. And it seems the message is resonating
within the industry as training expenditures, salaries, and the average number of
hours of training provided to employees all increased in 2013/2014. Our 2014 Train-
ing Industry Report found that total 2014 U.S. training expenditures—including
payroll and spending on external products and services—jumped 11.7 percent to
$61.8 billion. On average, employees received 40.7 hours of training per year (see p.
16 for the full report). And our 2014 Salary Survey showed a 3.4 percent increase in
average training salaries to $81,334 (see p. 34).
On p. 30, author Edward E. Gordon advocates strengthening the Training Matters
message even more by implementing a new talent-creating financial metric that ap-
pears as an investment rather than an expense on the balance sheet, so businesses
can track the impact of training and education investments on profits.
Our Training 2015 Conference Expo, to be held February 9-11, in
Atlanta, GA, extends the Training Matters message into 2015 and beyond. Visit
www.TrainingConference.com to register today.
In the words of my new friends at Turtle Bay, “Mahalo” (thank you) for a wonder-
ful year. Best wishes for a happy, healthy holiday season and a prosperous New Year!
I look forward to seeing you in (hopefully )Hot-lanta in February!
editor’s note
4 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
Getting the Message
3+272*5$3+%3$75,($5*$17
TRAINING EDITORIAL ADVISORY BOARD
Brent Bloom, VP, Organization Effectiveness and LD,
Applied Materials
Vicente Gonzalez, Senior Director, Global Training,
MAXIMUS
Raymond D. Green, CEO, Paradigm Learning, Inc.
Bruce I. Jones, Programming Director,
Disney Institute
Michael S. Hamilton, former Chief Learning
Development Officer, Ernst Young
Nancy J. Lewis, former CLO and VP, ITT
Corporation, and former VP, Learning, IBM
Ann Schulte, Director/Global Practice Leader,
Procter Gamble
Ross Tartell, former Technical Training and
Communication Manager - North America,
GE Capital Real Estate
TRAINING TOP 10 HALL OF FAME
Cyndi Bruce, Executive Director,
KPMG Business School – U.S.
Jim Federico, Senior Director, Platforms
Operations, Microsoft Corporation
Gordon Fuller, Global Design Development
Leader, IBM Center for Advanced Learning
Daniel J. Goepp, Managing Director, Learning
Development, PricewaterhouseCoopers, LLP
Jennifer Hentz, Talent Development Manager,
Booz Allen Hamilton
Glenn Hughes, Senior Director, Learning
Development, KLA-Tencor Corporation
Donald Keller, Chief Learning Officer and VP,
Global Education Development,
SCC Soft Computer
Diana Oreck, VP, Leadership Center,
The Ritz-Carlton Hotel Company
Lou Tedrick, Staff Vice President -
Workforce Development, Verizon
Annette Thompson, CLO, Farmers Insurance
Nicole Roy-Tobin, Director, Best Practices
Innovation, Deloitte
Kevin Wilde, VP, CLO, General Mills, Inc.
2014 TOP 5
EMERGING TRAINING LEADERS
Aimie Aronica, Senior Director, Technology
Engagement, and General Manager, Austin eBay
Inc. Site, PayPal – an eBay company
Kristin Hall, Training Manager, PPD
Jennifer Hentz, Talent Development Manager,
Booz Allen Hamilton
Rebecca Lockard, Director, Learning
Development, Advance Financial
Christine Nilsen Marciano, Commercial Lines
Training Consultant, Nationwide

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Compliance?
Should I be
concerned
about it?
Still waiting
for my
training...
Where is my
equipment
and training?
out forms!
Uh...
What do I do?

12. I’M SURE YOU’VE ENDURED TRAINING SESSIONS that made you want to rip
your eyeballs out—or more accurately, the eyeballs of the person leading
the session. And I’m guessing when you conduct your own training, you
don’t want people clawing at your eyeballs.
So here are four ideas to help make sure your
next training session doesn’t end with people
lunging for your face.
1. Keep it short! The average person’s attention
span is somewhere between 8 and 11 minutes
and falling every year. Soon we’ll be unable to
feed ourselves because eating takes too long. So
the best training will cover concrete topics in the
shortest time possible.
2. Keep it funny! Approximately 14 trillion
studies have demonstrated the benefits of add-
ing humor to educational offerings—people pay
more attention, they remember it longer, they
remember more details, it cures illnesses, it’s low
in cholesterol, etc. There’s no reason education
has to be boring or that entertainment has to be
useless, and the best training will find a way to
accomplish both at once.
3. Keep it surprising! Partofthereasonhumorworks
is because it keeps trainees on their
toes, constantly wondering what’s
going to happen next. Sometimes
a straightforward lecture is neces-
sary, but none of us—repeat, none
of us—likes being lectured to for
very long. If you vary your deliv-
ery with jokes, worst practices,
or anything else your audience is
not expecting, you’ll establish an
expectation that yours is not the
typical training.
4. Keep it coming! Education
is a continual process. If you
allow people to continually
re-educate themselves through
online courses or on-demand vid-
eo training, you’ll get the greatest
return on your investment.
Follow these four guidelines,
and your training is guaranteed
to excite, engage, and resonate.
Otherwise, keep those safety
goggles on!
6 |NOVEMBER/DECEMBER 2014 training www.trainingmag.com
by Lorri Freifeld
TO SUBMIT NEWS, research, or other Training Today tidbits, contact Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com or 516.524.3504.
news, stats, business intel by Lorri Freifeld
Getting Luckier Every Year
Often, a little luck is all you need to succeed, and that doesn’t require a lot of
magic. It just takes a little forethought to set the stage for good things to happen.
Here are two habits that increase the likelihood good things will happen. Each
one is designed to put you in a better position to advance and achieve your goals.
1. Visualize an “Ideal Day”: Singer Taylor
Swift said, “One thing I’ve tried to never do is
make wish lists. I try to have a stepping-stone
mentality about this whole thing…” This is
advice that can get you moving toward achiev-
ing your goals.
Open a notebook to a fresh page and write
tomorrow’s date on top. Next, write (in detail)
as much as possible to describe what would
happen if it were an “ideal day.” At the end of
those five minutes, ask yourself, “Now, what
can I do to prepare for that?”
2. Know When You’re at Your Best: Do you
know people who have “good days”? Do you
wonder how that happens? Watch them. Not
while they’re having a good day, though. In-
stead, observe them the day before they’re
having a good day. Chances are, they’re creat-
ing those good days more often than not.
On another page, write: “I am at my best
when…” There, write a list of five to 10 “con-
ditions” that help you experience “good days”
yourself. Make sure each one is 100 percent
in your control and at least 75 percent believ-
able. One of mine: “I am at my best when I
delegate something smaller to free up 15 to
30 minutes each day.”
By Jason W. Womack, MEd, MA www.womackcompany.com
www.twitter.com/jasonwomack | Jason@WomackCompany.com
Products Services Top 3 Daily Productivity Tips Tech Talk p. 8
4 Ways to Save Your Eyeballs
By Jeff Havens, Keynote Speaker and Corporate Trainer, The Jeff Havens
Company (www.JeffHavens.com)
Productivity Coach’s Corner

13. (This column is adapted from Bruce Tulgan’s new book from Jossey-Bass/Wiley, “The 27 Challenges
Managers Face: Step by Step Solutions to (Nearly) All of Your Management Problems.”)
training NOVEMBER/DECEMBER 2014 | 7www.trainingmag.com
Skillsoft Corporation entered into a
definitive agreement for the acquisition of
SumTotal Systems, LLC, from affiliates of
Vista Equity Partners, a U.S.-based private
equity firm.
Cornerstone OnDemand signed
a definitive agreement to acquire big
data company Evolv Inc. Cornerstone
OnDemand also announced that
hospitality brand Hyatt and French vehicle
manufacturer PSA Peugeot Citroën now are
using Cornerstone’s unified, cloud-based
talent management software.
Festo Didactic, the technical education
division of the Festo Group, acquired
U.S.-Canadian company Lab-Volt, a
specialist for equipment and solutions
in the technical training and continuing
education sectors, focusing on electronics,
electrical and mechanical engineering, and
telecommunications industries.
Rise Performance Group partnered
with cloud-based business process
outsourcing provider OneSource Virtual
to implement a customized leadership
development program.
Sikorsky Aircraft selected Heartwood,
Inc., to develop custom 3-D interactive
virtual training courseware for use in
maintenance training of the UH-60M and
UH-60L Black Hawk helicopters.
PeopleFluent, a social human capital
management technology company,
formed a partnership with Thomson
Reuters, a source of intelligent information
for businesses and professionals,
to expand PeopleFluent’s Workforce
Compliance Diversity solutions with
comprehensive libraries of HR compliance
and diversity e-learning courseware.
Jones/NCTI partnered with TV,
Internet, and phone service provider
Armstrong to develop a collection of
advanced learning tools for Armstrong’s
front-line technicians.
PartnershipsAlliances
Management’s Vicious Cycle By Bruce Tulgan
So the question for leaders be-
comes: “How do we learn more
about our employees, so we can
coach them as individuals?”
One solution is a Coaching
Investment Assessment (CIA),
which we designed to help trainers, man-
agers, and coaches strengthen their teams’
performance. The CIA provides a perspec-
tive of who the employee is, what his or her
advantages are, and what areas will require
coaching. The goal is to create a deeper un-
derstandingoftheemployee,aswellaslearn
specific approaches that will successfully
provide leaders a roadmap to coach the
employee to greater performance.
SALES PROGRESS (TRAINING REIN-
FORCEMENT Partner Company)
and Training magazine surveyed
500-plus managers to discover
attributes that make employees
perform at their optimal level.
Attitude was the top attribute (64 percent),
whilewillingnesstoinvesttimeintheirown
learning came in second at 43 percent.
Managers also were asked the two most
important things a manager must have to
coach and develop their employees suc-
cessfully. The ability to understand what
motivates each employee was the top result
(45 percent), followed by the ability to ask
good open-ended questions (41 percent).
Know Them Before Coaching Them
www.rainmakerthinking.com | Twitter @brucetulgan | brucet@rainmakerthinking.com
One of the greatest challenges in providing
leadership/management training is that
most experienced managers severely over-
estimate their own leadership effectiveness.
Our research shows that while 9 out of 10
managers fail to consistently practice the
fundamentals of management, 5 out of 10
managers think they are doing an “excellent” or
“very good” job managing their direct reports.
Why do most managers think they are doing
better than they are? Part of the reason is that
the vast majority of managers do spend a lot of
time on people management. The real problem
is how most managers spend their precious
management time.
We find that the vast majority of managers
spend an inordinate percentage of their
management time in what I call “firefighting
mode,” solving one urgent problem after
another—usually problems that could have
been avoided with better planning or identified
and solved more easily at an earlier point.
When not in “firefighting mode,” these
managers prioritize “catching up” on their
other work, and their management practices
take a back seat, defaulting to a mode I
call “managing on autopilot,” in which they
communicate with their direct reports mostly
in low-structure, low-substance conversations
punctuated by mediocre meetings and e-mails.
As a result, unnecessary urgent problems occur
or small problems go unnoticed and grow
more serious or urgent. Then the manager gets
pulled back into “firefighting mode.”
Most managers are stuck in this vicious
cycle, and they don’t even realize it.
For more information on coaching, visit: http://www.blogtalkradio.com/askthecoach2/2014 /08/28/
my-employees-are-not-trainable-and-coachable-what-should-i-do
By Tim Hagen, President and Chief Coaching Officer, Sales Progress,
LLC (www.salesprogress.com)

14. tivities vs. making sure you respond to
every task that comes your way.
3. Outsource. Being able to delegate
tasks to external parties can double your
productivity with lower-value tasks. For
example, many of General Assembly’s
clients have limited internal resources,
and we work creatively with them to de-
sign and present customized digital train-
ing programs.
8 |NOVEMBER/DECEMBER 2014 training www.trainingmag.com
Black Box Corporation, a
technology solutions provider
dedicated to helping customers design,
build, manage, and secure their IT
infrastructure, expanded its portfolio
of storage and charging solutions for
mobile devices with a new “pay-as-
you-grow” stackable locker system.
These highly configurable, secure, and
stackable lockers can accommodate
standard 19-inch rack IT equipment in
addition to all sizes of tablets and other
mobile devices.
Acuity Coaching, a UK-based
global managed coaching company,
launched Acuity Global Development
(AGD) in North America. It will
support the delivery of a flexible
suite of services, focusing on change
management, talent development
assessment, and executive
development in addition to coaching.
BetterWorks unveiled its
enterprise goals platform, designed
to help businesses engage, empower,
and cross-functionally align their
workforces. The company also
announced a $15.5 million Series A
round of funding led by John Doerr and
Bing Gordon of Kleiner Perkins Caulfield
Byers, with participation from Joe
Lonsdale from Formation 8, and seed
funding from AME Cloud Ventures and
Pejman Mar Ventures. The BetterWorks
platform is inspired by the OKR model
(Objectives and Key Results) that Doerr
pioneered at Intel and implemented
early on at Google.
Talent management software
company HRsoft released its High
Impact Talent Management System, a
suite of cloud-based software-as-service
solutions designed to increase employee
engagement and retention. The suite
includes six cloud-based modules for
the entire talent management cycle,
including recruitment, compensation
management, performance
management, rewards communication,
and HR content management.
ProductsServices
PlayerLync launched the first
tablet-based automatic video and
document content delivery, control, and
collaboration platform for enterprise
workgroups. The new PlayerLync
Enterprise Edition eliminates video
streaming and high-speed connections
by pushing content to be stored directly
on tablets for native offline access.
SMART Technologies Inc., a
global provider of visual collaboration
solutions, launched SMART kapp, a
digital capture board. SMART kapp
users write, draw, diagram, and
brainstorm using an ink marker, just
as they would with a dry-erase board.
But with SMART kapp, co-workers and
clients can follow the process in real-
time on their digital devices. The work
is saved with SMART’s software and
then as a final product as PDF or JPEG
files that can be shared with anyone,
anywhere, instantly.
NewTek unveiled TriCaster Mini,
a compact multimedia studio. The
ultra-portable system allows anyone
who doesn’t speak or understand the
technical language of video production
or broadcasting to transform an ordinary
presentation into engaging multimedia
content that looks like network-style TV
in a matter of minutes.
Cisco announced the launch of
Cisco Modeling Labs, which enable
network engineers to build, design, and
launch accurate real-world simulations
of multi-vendor devices in a virtual
environment, without connecting a
single cable.
SOMETIMES IT FEELS as if there are not
enough hours in the day to get things
done. How does one manage to com-
plete daily work tasks without feeling
overwhelmed? Here are three tips
to help employees seize the day and
their daily to-do list:
1. Start early and establish a routine.
Some of the best ideas come to us in
the morning. Encouraging employ-
ees to start early enables them to get
ahead of issues, especially before the
e-mails come pouring in. Establish-
ing a routine will help stabilize day-to-day
tasks. A routine also will help employees
navigate more easily when work starts to
get chaotic and unpredictable.
2. Apply the 80:20 rule to day-to-day
tasks. This may be slightly counter to
the popular “inbox zero” approach, but
sometimes it is more effective to focus
your energy on the most impactful ac-
Top 3 Daily Productivity Tips
By Michael Robson, Enterprise Lead/General Manager, General Assembly
(http://generalassemb.ly)

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TMA14

16. O
ne of the lessons I learned in the process
of writing “Leading With Wisdom: Sage
Advice from 100 Experts” is this: Leaders
need to invest the time to cultivate, encourage,
and nurture relationships. This might be one of
the most important tasks for leaders as our so-
ciety is losing its sense of community. Research
indicates that people have fewer people they
trust. Even though we can be “connected” 24/7,
people report feeling disconnected. We may have
thousands of “friends” on Facebook or connec-
tions on LinkedIn, yet many people are lonely.
Many of us don’t have front porches where the
neighbors come and hang out so we get to know
each other. We often define a “good neighbor” as
someone who does not bother us. In fact, we put
up privacy fences to keep the neighbors out.
Robert Putnam brought the lack of communi-
ty to our attention in his classic book, “Bowling
Alone: The Collapse and Revival of American
Community.” People used to join the PTA, bowl-
ing leagues, Masons, Shriners, etc., for a sense
of community. Participation in these organiza-
tions has decreased, and many people feel they
are “bowling alone.” Yet groups such as Alco-
holics Anonymous and Weight Watchers are
successful because of the support of the group.
The power of the group manifested through the
building of community strengthens a person’s
commitment.
ALL THE LONELY PEOPLE…
Recently, I was conducting a “lunch and learn”
for a corporate group about the lessons in my
book. After we discussed the chapter on how
leaders build community, a young woman in the
group exited. Since this was during the lunch
hour and it is common for people to have to
respond to a call or e-mail, I did not notice her
leaving. My client informed me later that I had
hit a “nerve” with the topic of community, and
for this employee it rang true. She revealed that
she was extremely lonely. My client said this dis-
cussion was eye-opening and she considered this
revelation a gift. As the team leader, she now was
going to be more aware and invest more time
and energy into building community within her
team.
After decades of surveying people to assess em-
ployee engagement, Gallup concluded it can
accurately measure it by asking only 12 questions
Gallup calls its Q12 survey. The survey has been
used with more than 25 million employees around
the world. Interestingly, two of the survey state-
ments are:
care about me as a person.
These two questions reflect how a sense of
community matters. People are more engaged
when others care about them. Gallup links
increased engagement to improved financial
performance through a direct connection to in-
creased employee productivity, retention, and
organizational profitability.
I was reminded of how lonely we are as a so-
ciety when Twitter went public recently. Twitter
was created because the founders—Jack Dorsey
and Noah Glass—were lonely. It is an interesting
story that now is being told in the book, “Hatch-
ing Twitter,” by Nick Bilton. Here is part of the
story Bilton told Ira Flatow of NPR about how the
company got its start:
“They were talking about all these different ideas
that kind of led to Twitter, but there was one seminal
moment and it was one night. It was in a car. It was
rainy. Jack Dorsey and Noah Glass were on Valencia
Street in San Francisco. Noah was going through a
very difficult time and a divorce.
His company, Odeo, was failing and all of his friend-
ships were crumbling. He felt incredibly alone and he
kept telling everyone how lonely he felt. And Jack had
brought up this idea again, this idea to update your
status online. And there were a number of other ser-
vices out there that did that.
There was Dodgeball. Facebook was just com-
ing about. There was a thing called Text Mob. So no
one really kind of glommed onto it. But what Noah
thought was, hey, wait a second. As he sat in this car
and the rain’s coming down and his lonely feelings, he
thinks, well, if this thing existed, I could actually con-
nect with my friends and feel less alone.”
soapbox
10 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
Leaders Build CommunityLeaders need to focus on facilitating the process of people getting to know
one another because it is difficult to trust someone you don’t know.
BY JANN E. FREED, PH.D.
Jann E. Freed, Ph.D.,
is an author, speaker,
and leadership
development and
change management
consultant at The
Genysys Group. Her
most recent book is
“Leading with Wisdom:
Sage Advice from
100 Experts” (ASTD,
2013). For more
information visit www.
thegenysygroup.com
and www.JannFreed.
com

17. WHAT CAN LEADERS DO?
If people are this lonely, then what can leaders do to
create a sense of community?
It starts with making the time and being inten-
tional about getting to know one another and
facilitating interactions. Leaders are architects—
both in building relationships and in creating the
physical space where people spend most of their
waking hours. Leaders should pay attention to
the environment in which they expect their em-
ployees to work.
Sometimes, it feels like Generation Xers and
the Millennials have seen the movie, Office
Space, way too many times. They don’t want
to be stuck in a cubicle. They want spaces that
facilitate building relationships and connect-
ing. Fast Company had an article about how
Square in San Francisco just built its new of-
fice space modeled after a city. They call the
main hall an avenue, and there is a coffee shop
in the center that functions as a “city square.”
In addition to its in-house café and barista,
Square has been experimenting with pop-up
stores and artisan retailers within Square’s
own offices.
This is how Chris Gorman, head of Square’s
Office Experience, describes the new design:
“The design of the office motivates people to move
around the office and interact in casual, unsched-
uled ways—just like the well-planned public spaces
of a great city. Early concepts for the office were mo-
tivated by old 18th century maps of cities. When I
think about a city, I shop, I go get coffee, I go to the
park, I go for walks. We wanted to create that same
variety in the office.”
From the research for my book, “Leading
With Wisdom,” I share these tips for building
community:
Community activities: Plan events that bring peo-
ple together in a community. Examples could be
bowling or square dancing—any activity that
does not require talent. Everyone can participate
and join in the fun. These events bring people
together and facilitate getting to know different
sides of people.
Storytelling: Start and end meetings with stories.
Start each meeting with a story “check-in.” Ask
people to spend one to two minutes sharing a
personal story. Leave it open and flexible so peo-
ple feel comfortable sharing. At the end of the
meeting, close with a “check-out” such as: What
did you learn? What are you personally taking
out of this meeting?
One-on-one meetings: Identify someone you
want to get to know better. If you know the
person, you might want to get to know him or
her on a deeper level. Invite this person out for
coffee. Explain there is no agenda other than
to get to know each other better. Then start
asking questions about topics that are non-
threatening—interests, hobbies, activities.
Ask questions: Relationships form when we
know each other. A great way to get to know
people and to start conversations is to ask
questions. A good place to start is with some-
one’s office space. People decorate their space
with artifacts, photographs, and mementos
that are important to them. Each item can cue
up a question and conversation. Be interested
in others—and asking questions is a good way
to show interest.
Listen: Stop talking and start listening. Paying
attention is a way to show respect for others, a
sense of curiosity, and even humility. Some-
times we don’t have to have the answers or to
offer advice. We just need to listen.
It is easy for leaders to forget the power of culture,
relationships, and community. Leaders need to cre-
ate spaces where people want to work. As architects,
leaders need to focus on facilitating the process of
people getting to know one another because it is
difficult to trust someone you don’t know. And it
starts with letting people know the leader: What
do you stand for and believe in? As Jim Kouzes and
Barry Posner state in “A Leader’s Legacy,” “People
always want to know something about the person
doing the leading before they’re going to become
the people doing the following.”
When people keep that in mind, they are on their
way to becoming effective leaders. t
training NOVEMBER/DECEMBER 2014 | 11www.trainingmag.com
If people are this lonely, then
what can leaders do to create
a sense of community? It
starts with making the time
and being intentional about
getting to know one another
and facilitating interactions.

18. A
s of 2014, only seven teams have won the
Super Bowl twice in a row: Green Bay,
Miami, Pittsburgh (they did it twice),
San Francisco, Dallas, Denver, and New Eng-
land. Not one of these teams has won three times
in a row. In baseball, only two teams have won
the World Series three or more times consecu-
tively: Oakland and the New York Yankees.
This is because of success disease—an arro-
gance of the mind that says the next win is based
on a previous victory. Companies are especial-
ly prone to this attitude when market conditions
are good. Sales pros and company leadership
think that because they’ve been successful for
a season, they can sit back and watch the sales
roll in. When the virus corrupts an individual’s
attitude, it easily spreads to a team and results
in people taking on a complex that makes them
think they’re invincible. This makes organiza-
tions vulnerable to circumstances rather than
remaining stable in every economy.
I see success disease affecting hardworking sales
professionals and teams all the time. They bust
their butts to learn and grow, and then once they
start winning sales, contracts, and profits, they
stop learning and growing. It also can happen
because of a few easily won sales they mistaken-
ly believe they caused—while, in reality, the real
reason was just a great market, a niche product,
solid marketing, or an unbeatable price.
WINNING THE BATTLE
Whatever the cause for success disease, individuals
and companies must fight it with all their hearts
andsoulsbecauseatsomepoint,thecircumstances
hindering their success will surpass their abilities.
That’s when they will stop winning (i.e., growing).
Organizations can ensure they remain stable by
cultivating a culture of working hard during any
economic situation. Sometimes a losing season is
exactly what a sales professional or company needs
to snap out of it and start pursuing mastery again.
An even better approach, though, is to prevent the
disease altogether. Here are five tips to prevent suc-
cess disease and get team members to engage and
support an ongoing learning process:
1. Preach/adopt an underdog mentality. Former
NFL Coach Bill Walsh said the only cure for suc-
cess disease is adopting an underdog mentality—a
mindset that keeps you saying, “I have to work like
no one else so I can win like no one else.” From this
day forward, work like nobody else. Whenever you
are selling to prospects, making follow-up calls,
promoting to new markets, or asking for referrals,
pursue self-improvement through training above
all else. Selling will keep you paid today, and train-
ing will keep you ahead of future circumstances so
you’ll get paid tomorrow.
Adopt the mindset that you must fight for each
sale or “win.”
2. Hold yourself/your team accountable to the
standards. As a company or as an individual, there
will be times when you will be able to make your
goal without upholding the standards. Don’t let the
“good times” make you lower your guard. Never
lower your level of performance, whether the econ-
omy and market are hot or not. Always remember
the basics. Following the standards must be more
sacred to you than the results alone.
3. Celebrate effort, rather than just results. For-
mer NBA Coach John Wooden said that if his team
played perfectly but lost, he still celebrated their ef-
forts. On the flip side, if they played horribly but
won, he didn’t celebrate. He showed them where to
improve. By celebrating effort, companies, leaders,
and individuals acknowledge that what each sales
pro does matters. It also breaks down the mentality
that sales come from the “sales gods.”
Recognize that sales professionals can create
the sale and/or make it happen faster by making
the right “plays.” When individuals and lead-
ers reinforce that effort makes a difference, they
contribute to a constructive culture.
4. Celebrate milestones...and then move on.
One part of a constructive culture (where learn-
ing and growing is encouraged) is to highlight
soapbox
12 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
How to Overcome (and Prevent)
Success Disease
The economy has improved, but it’s going to take more than circumstance
to stay ahead. Get your team back to the basics with these five easy steps.
BY JASON FORREST
Jason Forrest is Chief
Sales Officer at Forrest
Performance Group
(www.forrestpg.com).
He is a sales trainer,
management coach,
and member of the
National Speakers
Association’s Million
Dollar Speakers Group
and Entrepreneur’s
Organization. He is the
author of six books,
including “Leadership
Sales Coaching.”
One of Training
magazine’s 2012
Top Young Trainers,
Forrest also has won
Stevie Awards for
Sales Training Leader
(2013) and for Sales
Coaching Training
Program of the Year
(2014).

19. areas where there has been improvement. People
get worn out when they feel they’re never going
to be good enough. You can celebrate milestones
by adding graduation sessions throughout the
year and having team members share how much
they’ve grown. There is always a marked increase
in excitement and engagement directly follow-
ing those graduations. Celebrating small
victories increases achievement drive and
motivation.
When it comes to developing people or
improving yourself, you might get impa-
tient. Be careful that it doesn’t turn into,
“Let’s go! Let’s go! Let’s go!” That’s when
it’s easy to get tired and lose hope. Pursue
mastery, not perfection.
Let yourself/your team celebrate the
victory—but not too long. Be sensitive to over-
praising, and, therefore, creating lazy hearts and
minds.
5. Embrace a lifetime of learning. Most people
spend their early lives learning. But when they
turn 21 and graduate college, society says they’re
good enough (roughly translated: Stop learning).
The belief that formal education is complete ed-
ucation leads to success disease. To overcome
success disease, organizations need to create cor-
porate cultures where people are given the tools
to learn and grow every day, just like when they
were in school.
While the economy has improved and it’s
an easier time for many organizations, there’s
danger in getting lazy or lowering the standard.
Stay on your game. Embrace opportunities to
grow and learn. Enjoy the journey. Take the nec-
essary steps to prevent success disease now rather
than having to recover from it after it already has
taken root. t
training NOVEMBER/DECEMBER 2014 | 13www.trainingmag.com
“The toughest thing I ever
had to do was get my team to
overcome success disease.”
—Bill Walsh, football coach
Dave Carroll
Storyteller,
United Breaks Guitars
Jeffrey Tambor
Actor, Coach
Wes Moore
Author, The Other
Wes Moore
Shawn Achor
Author, The
Happiness Advantage
Michelle Gielan
Founder, Institute for
AppliedPositive Research
Rahaf Harfoush
Author,
The Decoded Company
Training magazine’s 38th annual
Certificate Programs: February 6–8
Conference: February 9–11
Expo: February 9–10
Georgia World Congress Center, Atlanta, Georgia
Training
matters.
Attend and discover how
to turn learning into doing.

20. A
t Training’s Online Learning Confer-
ence in Chicago in September, I spoke on
the topic of “Unflappable Approaches to
Reinforce Online Training Outcomes,” and we
had a lively discussion about blended learning
choices.
When I think about blended learning, I don’t
just think about the “class.” I think about the full
program. It’s about the experience that will make
the learning stick. You can’t accomplish that with
a few videos, or even a two-day class. You need a
blend of strategies that will cement the content and
move it from training to application.
Our primary audience is sales and marketing ex-
ecutives, managers, and staff. While marketing
staff are eager to spend time learning, salespeople,
not so much. Yet without sales success, a compa-
ny won’t grow. So it’s critical that we use creative
ways to cement learning and truly change sales
reps’ behavior.
Here are the top 10 approaches we have found
that will move training from a program to on-the-
job application.
1. Videos: Videos aren’t just for synchronous train-
ing any longer. Use them to replace synchronous
training, as well as to reinforce training once
the main program is complete.
2. Tools: You create fabulous job aids and re-
sources during your training, but are you
using them to reinforce training and drive
higher adoption?
3. Applied practice: Most training programs
include practice, but to really see behavior
change, it’s the practice after the training ends
that’s critical. Incorporate applied practice
into formal reinforcement and increase adop-
tion rates.
4. Directed observation: With some jobs, such
as sales, customer service, and machine
operators,competencecanbeassessedthrough
observation. Have an expert look for opportu-
nities to take learning to a higher level.
5. Fun quizzes: With all the gaming and testing
programs available today, incorporate quick
quizzes into your reinforcement. Include ex-
planations for each right and wrong answer
with links to learn more.
6. Reinforcement training sessions: The formal
learning can continue during team and staff
meetings. Choose a key topic and delve into it
further. Use it as a learning check to identify
where you need to expand your training.
7. Social groups: Consider setting up a private
Facebook or LinkedIn group, or a page on your
company intranet, and establish a forum for
participants to continue their learning from
each other. Periodically pose questions and
feed content, but primarily let participants ask
and answer their own questions.
8. Coaching: Add a coaching element to offer
one-on-one feedback and guidance. Whether
it’s peer, manager, or training coaching, coach-
ing participants will not only sustain their
learning, but also extend it.
9. Manager reinforcement: While managers
rarely have the time to fully reinforce training
to the extent you’d prefer, giving them a struc-
tured guide to use will increase the probability
that they’ll do it.
10. Metrics: This isn’t something you’d normally
consider as a training reinforcement approach,
but what you measure gets monitored. What
you monitor gets done. Set metrics at the be-
ginning of the program, then monitor and
communicate the results. t
how-to
14 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
Strategically
Reinforce Training
When thinking about blended learning, don’t just think about
the “class.” Think about the full program, which includes the
experience that will make the learning stick. BY KENDRA LEE
KLA Group President
Kendra Lee is a top
IT seller; prospect
attraction expert;
and author of the
books, “The Sales
Magnet” and “Selling
Against the Goal.”
Specializing in the IT
industry, KLA Group
develops custom sales
training programs to
help clients break in
and exceed revenue
objectives in the
small and mid-
market business
(SMB) segment.
Lee is a frequent
speaker at training
conferences, national
sales meetings, and
association events.
To find out more or
to subscribe to Lee’s
newsletter, visit www.
klagroup.com or call
303.741.6636.
Without sales success, a
company won’t grow. So
it’s critical that we use
creative ways to cement
learning and truly change
sales reps’ behavior.

21. world view
Focus on Costa RicaTraining typically is held off site at resorts, and in hotels in
San Jose, the capital of Costa Rica. BY DR. NEIL ORKIN
C
osta Rica is something of an oasis in
Central America. Free of the wide-
spread gang violence and other dangers
seen in other Central American coun-
tries, Costa Rica enjoys an excellent education
and health-care system; high literacy rates; and
beautiful, one-of-a-kind, protected wildlife and
nature. Costa Rica also has a legitimate demo-
cratic political system and society. The citizens
of this country are proud of their citizenship,
and excited about their futures.
The country has a population of more than
4.7 million. Spanish is the main language
of the people, which needs to be considered
when conducting training. Although business
professionals in Costa Rica may have some un-
derstanding of English, you need to remember
that English is a second language for most Costa
Ricans.
Costa Rica is a solid supporter of business. One
of the most famous business schools in Cen-
tral America is located in Costa Rica: INCAE
was founded by Harvard University to provide
cutting-edge business education to business
leaders in Central America. The Costa Rican
government provides financial incentives for
multinational corporations to do business in
Costa Rica. As a result of this pro-business
environment, global corporations have built
manufacturing plants in this country. High-tech,
consumer goods, and pharmaceutical firms are
represented and have grown thriving export-
driven organizations in Costa Rica.
WHERE DOES TRAINING FIT?
Costa Rica needs an educated, well-trained
workforce to attract global businesses to build or-
ganizations in this country. These businesses will
create much-needed, high-quality jobs for Costa
Ricans. The Costa Rican government believes in
this export-driven business model. These higher-
skilled jobs will allow the population to produce
finished products for export. But this upgrading of
skills requires specialized education and training.
Customer service, sales, teambuilding, and
management training programs are in high de-
mand. Time management programs are also
popular. Since many employees do not speak Eng-
lish, English as a foreign language (EFL) training
will be needed, as well.
Training typically is held off site at resorts, and
in hotels in San Jose, the capital of Costa Rica.
Training costs are reasonable. If certain materials
are unavailable, they can be easily obtained and
shipped from the U.S.
TRAINING TIPS
-
ture extensively. The thought is that you are
the expert, and your ideas should be heard.
Minimize or even eliminate small group work
or “buzz groups.”
centered communication. That means you
may need to adjust your training style as what
works for you in America may not work in
Costa Rica.
trainees may not have the English language
ability you think they do. Using handouts and
PowerPoint will help both learning and reten-
tion. Frequent checks to see if students are
following your lecture can be helpful, as well.
-
spected in Costa Rica. Do as you say in terms
of start times, breaks, and end times for your
program.
formality is expected in Costa Rica.
Praise the class as a group.
Costa Rica has a great location (it is only a short
plane ride from several major cities in the U.S.),
a pro-business government that believes in train-
ing, and a highly literate population that is eager
to produce high-quality products. It is a country
with a solid democratic political system that be-
lieves in equality for its citizens. As such, Costa
Rica can provide your organization with an excel-
lent business opportunity. t
Dr. Neil Orkin is
president of Global
Training Systems. His
organization prepares
corporate professionals
for global business
success. For more
information, visit www.
globaltrainingsystems.
com.
training NOVEMBER/DECEMBER 2014 | 15www.trainingmag.com

22. A B O U T T H I S S T U D Y
16 | NOVEMBER/DECEMBER 2014 training
REPORT
INDUSTRY
2O14 TRAINING
Now in its 33rd year, The Industry Report
is recognized as the training industry’s
most trusted source of data on budgets,
staffing, and programs. This year, the
study was conducted by an outside
research firm May-July 2014, when
members from the Training magazine
database were e-mailed an invitation
to participate in an online survey. Only
U.S.-based corporations and educational
institutions with 100 or more employees
were included in the analysis. Agencies of
the state, local, and federal government
were not included in the analysis.
The data represents a cross-section of
industries and company sizes.
SURVEY RESPONDENTS
Small companies 28%
(100-999 employees)
Midsize 41%
(1,000-9,999 employees)
Large 31%
(10,000 or more employees)
Total respondents 998
Note that the figures in this report
are weighted by company size and
industry according to a Dun Bradstreet
database available through Hoovers of
U.S. companies. Since small companies
dominate the U.S. market, in terms of
sheer numbers, these organizations receive
a heavier weighting, so that the data
accurately reflects the U.S. market.
www.trainingmag.com
About Survey Respondents:
Industrial Classifications
Respondent profile by industry (weighted per Dun Bradstreet).
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23. T R A I N I N G E X P E N D I T U R E S
training NOVEMBER/DECEMBER 2014 | 17
Backed by an improving job
market, a sharper focus on
training to close skill gaps, and
activity leading to more mid-
size companies, total 2014 U.S.
training expenditures—including
payroll and spending on external
products and services—jumped
outside products and services rose
The training budget figure
was calculated by projecting
the average training budget to a
weighted universe of companies,
using a Dun Bradstreet database
available through Hoovers of U.S.
organizations with more than 100
employees. It is interesting to note
that although small companies
have the smallest annual budgets,
there are so many of them that they
budget for training expenditures.
Total training spending: All training-related expenditures for the year,
including training budgets, technology spending, and staff salaries.
Training staff payroll: The annual payroll for all staff personnel assigned
to the training function.
Outside products and services: Annual spending on external vendors
and consultants, including all products, services, technologies, off-the-
shelf and custom content, and consulting services.
www.trainingmag.com
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20
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40
50
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Training Expenditures 2009-2014
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24. 2014 TRAINING INDUSTRY REPORT
T R A I N I N G E X P E N D I T U R E S
18 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
Average training expenditures for large companies decreased
from the year before (up from 34 percent in 2013), while
percent in 2013. Large nonprofits and service organizations
had the largest personnel costs. Across all organization
types, larger companies spent about 10 times as much as
midsize, and midsize companies spent about three times
as much as small ones. The average payroll figure for large
For those who reported an increase in their training staff,
the average increase was four people, five less than in 2013.
For those who reported a decrease in their staff, the average
average, organizations spent 11 percent of their budget
education organizations spent the highest portion of their
budgets on tools and technology (24 percent and 21
percent, respectively). Manufacturers across all sizes spent
the greatest percentage of their budgets on training tools.
0 10 20 30 40 50
19%
6%
18%
37%
21%
23%
33%
20%
29%
27%
11%
8%
20%
15%
41%
23%
44%
17%
27%
18%
13%
7%
3%
Assessment Analysis Testing
Audience Response Systems
Business Skills
Enterprise Learning Systems
Games Simulations
Learning Management Systems
Mobile Learning
Online Learning Tools Systems
Talent Management Tools Systems
Training Management Administration
Translation Localization
Types of Training Products and Services
Intended to Purchase Next Year

25. training NOVEMBER/DECEMBER 2014 | 19www.trainingmag.com
0 300 600 900 1,200 1,500
$976
$1,059
$881
$1,238
$1,092
$1,115
$829
$819
$1,104
$490
$903
$864
0 10 20 30 40 50
40.7
37.5
42.2
36.5
41.6
38.8
36.2
37.5
organizations spent the smallest percentage of their training
budget on tools and technologies (1 percent and 4 percent,
purchases are online learning tools and systems (44 percent
year), classroom tools and systems (33 percent vs. 29
percent), and content development (29 percent vs. 30
percent last year).
Manufacturers spent the most this year with an average
organizations have lost their edge on cost savings as midsize
per year, three hours more than last year. In general, small
companies tended to have more hours of training this year at
wholesale organizations having the largest number of hours
expenditures to training non-exempt employees (40 percent,
down from 42 percent in 2013). Training for exempt non-
2014.
All Companies
Small (100 to 999
employees)
Midsize (1,000 to
9,999 employees)
Large (10,000 or
more employees)
All Companies
Small (100 to 999
employees)
Midsize (1,000 to
9,999 employees)
Large (10,000 or
more employees)
Training Expenditures per Learner 2012-2014
Hours of Training per Employee 2013-2014

26. 2014 TRAINING INDUSTRY REPORT
T R A I N I N G E X P E N D I T U R E S
0
5
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0
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20
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15.6
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20
25
30
35
40
10%
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40%
0
5
10
15
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www.trainingmag.com20 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
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0 20 40 60 80 100
9%
60%
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42%
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22%
25%
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33%
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www.trainingmag.com
Budget status was almost evenly split,
with 43 percent saying their training
budget increased and 41 percent
percent reported a decrease in budget.
Last year, 41 percent said their budget
military organizations showed the
greatest tendency for training budget
the largest gains. Increases were not
evenly distributed across organization
sizes. Large companies (23 percent)
showed more decreases than midsize
(14 percent) and small (13 percent)
companies.
Most of the budget increases were
organizations reported increases in the
who reported an increase in their
training budgets attributed it to the
following reasons:
percent last year)
vs. 49 percent and 40 percent,
respectively last year)
percent last year)
Like last year, the majority (42
percent) of respondents reported budget
Some 44 percent chose “other” as
the reason for the decrease, citing
“corporate mandate to cut expenses,”
“LMS implemented,” “lowered priority
by the organization,” and “Training
department reorganized,” among others.
This was followed by:
Services
Education
Association
Nonprofit
Budget Change by Industry
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Training Budget This Year?
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28. T R A I N I N G B U D G E T S
2014 TRAINING INDUSTRY REPORT
0 10 20 30 40 50
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0 10 20 30 40 50
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29. www.trainingmag.com
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0 10 20 30 40
0 10 20 30 40
0 10 20 30 40
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0 30 60 90 120 150
2014 TRAINING INDUSTRY REPORT
T R A I N I N G B U D G E T S
T R A I N I N G D E L I V E RY
www.trainingmag.com
Nearly 47 percent of training hours were delivered by a
stand-and-deliver instructor in a classroom setting—up a bit
from the 44 percent reported last year.
year.
they are using social learning to some extent.
companies continue to rely on instructor-led delivery
Blended learning was fairly even across companies of all
appeared to be focusing on online or computer-based
Executive Development
Management/Supervisory Training
Customer Service Training
Sales Training
Mandatory or Compliance Training
Onboarding
Projected Funding for Learning Areas Next Year
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Large
Training Delivery Methods by Company Size 2014
24 | NOVEMBER/DECEMBER 2014 training

35. T R A I N I N G D E L I V E RY
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www.trainingmag.com
0 20 40 60 80 100
methods (35.9 percent vs. an average of 26.5 percent for
small and midsize companies).
Mandatory or compliance training continued to be done
mostly online, with 72 percent of organizations doing at
least some of it online and 20 percent entirely online (down
from 21 percent last year). Online training also often is used
for desktop application training (56 percent, the same as last
year) and IT/systems application training (54 percent, down
from 58 percent last year). Online training was least used for
executive development (40 percent had no online training for
it), onboarding (35 percent had no online training for it), and
interpersonal skills and customer service (31 percent had no
online training for either one). Of the learning technologies
presented, the most often used included:
learning management systems (LMSs), both with 74
percent. Last year, virtual held the lead at 78 percent,
followed by LMSs with 74 percent.
last year)
percent)
The delivery methods least often used for training remained
the same as last year:
percent (down from 26 percent)
management system at 21 percent (down from 25 percent)
Management/Supervisory Training
Interpersonal Skills (e.g., communication)
IT/Systems Training (e.g., enterprise software)
Sales Training
Onboarding
Online Method Use for Types of Training
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training NOVEMBER/DECEMBER 2014 | 25

36. 2014 TRAINING INDUSTRY REPORT
T R A I N I N G D E L I V E RY
www.trainingmag.com
0 20 40 60 80 100
0 20 40 60 80 100
0 20 40 60 80 100
0 20 40 60 80 100
Learning Technologies Current Usage $OO RPSDQLHV
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Online Performance Support or Knowledge Management System
Rapid E-Learning Tool (PowerPoint conversion tool)
Application Simulation Tool
Virtual Classroom/Webcasting/Video Broadcasting
Learning Content Management System (LCMS)
Learning Management System (LMS)
Mobile Applications
Podcasting
Online Performance Support or Knowledge Management System
Rapid E-Learning Tool (PowerPoint conversion tool)
Application Simulation Tool
Virtual Classroom/Webcasting/Video Broadcasting
Learning Content Management System (LCMS)
Learning Management System (LMS)
Mobile Applications
Podcasting
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Application Simulation Tool
Virtual Classroom/Webcasting/Video Broadcasting
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Learning Management System (LMS)
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37. T R A I N I N G O U T S O U R C I N G
www.trainingmag.com
0 20 40 60 80 100
2014 saw a sizeable increase in the average expenditure
was spent on outsourcing in 2014, the same as in 2013.
On average, 29 percent of companies completely
year). Learner support, however, was mostly handled in-
was handled in-house, as well.
house and outsourced. Across all the topic areas, large
companies outsourced more than midsize ones, and midsize
organizations outsourced more than small companies. This
organizations.
The level of outsourcing is expected to stay relatively steady
to stay the same in the outsourcing area. The percentage
of companies expecting to decrease use (11 percent) is
slightly higher than those expecting to use outsourcing more
though. In learner support, twice as many companies said
they will be doing less than those that said they will be
doing more.
There aren’t many differences between the outsourcing
changes by company size. One thing that stands out:
Large companies will outsource less custom content
development.
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training NOVEMBER/DECEMBER 2014 | 27

38. 2014 TRAINING INDUSTRY REPORT
T R A I N I N G O U T S O U R C I N G
www.trainingmag.com
0 20 40 60 80 100
0 20 40 60 80 100
0 20 40 60 80 100
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28 | NOVEMBER/DECEMBER 2014 training

39. www.trainingmag.com
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training NOVEMBER/DECEMBER 2014 | 29

40. News services are raising red flags with headlines
including “‘Terrifying’ Oil Skills Shortage Delays
Project” and “Global Giants Face a Fight to Lure Lo-
cal Talent” (Financial Times, July 17, 2014). They also
are beginning to ask uncomfortable questions, such as,
“Just Whose Job Is It to Train Workers?” (Wall Street
Journal, July 17, 2014).
The Federal Reserve’s May 2014 “Beige Book” eco-
nomic survey, “The Accenture 2014 Manufacturing
Skills and Training Study,” the National Federation of
Independent Businesses July economic survey, and the
Conference Board’s Help Wanted June Online Data
Series are among the many employment indicators con-
firming that a nationwide talent crisis is in full bloom.
TALENT PAST AND PRESENT
In the era following the victory of the Allied forces
in World War II, U.S. production soared through the
30 | NOVEMBER/DECEMBER 2014 training www.trainingmag.com
The U.S. knowledge-based economy requires a new talent-creating financial
metric that appears as an investment on a balance sheet, so that businesses
can track the impact of training and education investments on both short- and
long-term profits. BY EDWARD E. GORDON
A
cross the U.S., the declining unemploy-
ment rate is being offset by a rising tide of
people who have opted out of the work-
force. The labor-force participation rate
has shrunk to a 35-year low. On the other hand, an
estimated 3.1 percent to 4.9 percent of jobs remained
vacant as of June 2014. Why is the unemployment
rate shrinking? Because people have absented them-
selves from the workforce, not because they are finding
employment. Are talent deficits to blame?
Bottom Line
Training Exclusive
Edward E. Gordon is the president of Imperial Consulting Corporation. His latest
book is “Future Jobs: Solving the Employment and Skills Crisis.” He can be
contacted at www.imperialcorp.com.
Talent
Creationand
the

42. www.trainingmag.com32 | NOVEMBER/DECEMBER 2014 training
1970s. The resulting demand for both low- and high-skill
workers of all types meant that people easily found jobs in all
sectors of the economy. Also, America’s educational excep-
tionalism fueled by the GI Bill and the space race gave it the
best skilled workforce in the world. Furthermore, since the
U.S. was the most dominant world economy, it was far easi-
er to recruit foreign professionals and technicians who were
eager to immigrate and help fill U.S. skilled worker shortages.
These talent advantages began to erode in the 1980s. Globaliza-
tionmotivatedmanyAmericanbusinessestomovetheirlow-skill
jobs to lower-cost overseas locations. The adoption of advanced
technologiesintheU.S.uppedthedemandsforhigher-skilledtal-
ent. As talent deficits grew, U.S. companies began to search the
world for high-skilled workers and relocate some of their high-
skill jobs offshore. This process has accelerated over the last 20
years, with breakthrough digital technologies now displacing
many middle-skill jobs.
Both individuals and businesses must consider changing their
outlook for this new talent era. More people need a better edu-
cation that includes specialized career skills. Businesses need
to provide relevant job training and long-term employee tal-
ent development because they understand that talent creation
is critical to their bottom line and their competitive survival.
Unfortunately, beginning in the 1990s, U.S. business culture
increasingly has focused on short-term results. Low interest
rates have helped fuel record highs on the major stock exchang-
es. Large corporate cash holdings have encouraged company
stock buy-backs and large dividend payouts. The pressure for
increasing quarterly earnings has led to a focus on cost-cutting
and efficiency. To maximize short-term profits, American busi-
nesses in general have delayed making critical investments in
plant and equipment and also have made huge cuts in spend-
ing on human capital development. U.S. business executives
now are beginning to discover that today’s competitive global
economy is running short on skilled talent. Short-termism is
no longer a sustainable organizational strategy. The issue is no
longer just talent management; it has become talent creation.
CAPITALIZING TALENT INVESTMENTS
Why do talent investments rank so low on the corporate totem
pole? Because they never appear on a balance sheet, most ex-
ecutives do not view them as a source of competitive advantage.
Tom Peters, America’s senior management guru, asks why in a
random 30-minute interview with a typical CEO he is unlikely
to hear a word about employee training and education. “I would
hazard a guess that most CEOs see an IT investment as a ‘strate-
gic necessity,’ but training expenses as a ‘necessary evil.’” Peters
argues that new business rules need to be written to solve the
current talent crisis. He calls for “a human capital development
manifesto at the enterprise and national government level.”
The U.S. accounting system classifies employee training and
education as a business expense, whereas building a factory or
purchasing equipment or software is treated as an investment.
I foresee this would continue to be the preferred treatment for
closely held family and smaller, non-publicly held corporations.
But particularly for publicly traded companies, this means that
training expenses are deducted from quarterly earnings, while
investments in equipment or buildings can be depreciated
over time (under Internal Revenue Service regulations). This
situation makes it harder for business executives who invest in
workertrainingandeducation“tomaketheirnumbers”tomeet
Wall Street’s quarterly financial expectations. This perpetuates
a negative mindset about training and education throughout
the business community.
When the IT bubble burst after 2000, intangible invest-
ments never recovered. For example, by 2010, U.S. business was
spending 10 times more on IT hardware than on training and
education, and by 2012, intangible investment in training and
development had fallen below 2001 expenditures.
In 2013, the U.S. became one of the first adapters of a new in-
ternational GDP accounting standard that will treat research
and development (RD) as a capital investment rather than
a cost. Brent Moulton, a manager of national accounts at the
Bureau of Economic Analysis (BEA), states: “The world econ-
omy is changing, and there is greater and greater recognition
that things such as intangible assets are very important in the
modern economy and play a role similar to tangible capital that
was captured in the past.” This change will enhance corporate
profits since companies no longer will be counting RD after
depreciation as a cost.
Steve Landefeld, director of the BEA, believes this is only the
beginning in getting a more accurate picture of growth in the
U.S. economy. “You need to go further in this exploration of in-
tangibles. RD is just a piece of the puzzle.”
I strongly agree. The Financial Accounting Standards Board
(FASB) needs to update its accounting standards to allow
publicly held corporations the option of capitalizing their
expenditures on training, education, apprenticeships, or intern-
ships. Smaller, closely held, privately owned businesses could be
given federal tax credits for training and education outlays.
Robert I. Lerman, an economist at the American University
and the Urban Institute, suggests these actions will acknowl-
edge the asset value of human capital. “The change would
recognize in income statements and balance sheets that train-
ing investments generate assets that yield future benefits.” The
U.S. knowledge-based economy requires a new talent-creating
financial metric that appears as an investment on a balance
sheet, so that businesses can track the impact of training and
education investments on both short- and long-term profits.
In today’s fast-paced knowledge economy, expensing training
in publicly traded companies is an anachronism. Current U.S.
accounting standards were written for a 20th century mass-
production economy that changed more slowly and in which
semiskilled and unskilled jobs predominated. During that time
period, continuing professional education largely was reserved
for executives and professionals. Today’s talent development
needs to include most of today’s and tomorrow’s workforce.
Talent creation needs to be atop every business agenda on a
par with other capital investments. It is the human knowledge
behind the technology that creates innovations for business
growth and profit. Business investment in current and future
talent has become a necessity—not just another option. t
Talent Creation and the Bottom Line

43. eLearning can be a valuable experience, but not
because technology is present; technology must be
Strategy Consultant,
creating quality elearning
the resulting learning
experience is both
elearning program, and the 22 principles of the
But constraints are
rarely, if ever, so severe
Manifesto can be a big
part of a movement that
improves the learning
opportunities everyone
change,” states Michael
What’s Next?
Sign up at , share your thoughts,
Learn More Become a Signatory
elearningmanifesto.org
Serious eLearning Manifesto promoters pledge to push for better
Get Serious
About eLearning
W o r k i n g t o w a r d p r o f e s s i o n a l s t a n d a r d s i n e l e a r n i n g .

44. Average training salaries rise by
3.4 percent in 2013-2014.
EXCLUSIVE SALARY SURVEY
34 | NOVEMBER/DECEMBER 2014 training

45. ontinuing last year’s resurgence, average training salaries rose 3.4 percent to $81,334 in 2013-2014, according to
Training magazine’s Annual Salary Survey of nearly 1,100 readers. The average increase in salary in the last 12 months
(not including a promotion or change of employer) increased slightly from 2.74 percent in 2012-2013 to 2.86 percent
in 2013-2014. Some 42 percent of respondents said their salary was low relative to their responsibilities, while another
48 percent said it was equitable. Only 10 percent (up from 9 percent last year) believe they are well paid relative to
their responsibilities. Some 55 percent (the same as last year) of respondents said they received a bonus in 2013, and
59 percent are eligible for one this year. The average cash bonus was $9,866, down slightly from $10,089, in 2013-2014.
As in 2012-2013, only 3 percent said employers asked them to take a pay cut. Some 45 percent of respondents said their organiza-
tion cut budgets in the last 12 months, 2 percent less than in 2012-2013. Travel was slashed by 41 percent of respondents, the same
as in 2012-2013. Some 14 percent froze salaries vs. 18 percent in 2012-2013. And 7.8 percent eliminated bonuses compared with
8.2 percent the year before. Employee layoffs decreased a bit, from 26 percent to 24 percent.
Most training professionals continue to enjoy what they do for a living, with nearly 74 percent saying they wouldn’t choose another
career if they could do it all over again. Of those who preferred other careers, answers ranged from “something in the medical field,”
veterinarian, and computer programmer to cartographer, radio DJ, and fishing guide.
Training Salaries by Region
C
training NOVEMBER/DECEMBER 2014 | 35www.trainingmag.com
PACIFIC MOUNTAIN CENTRAL GREAT LAKES NORTHEAST SOUTHEAST CANADA
$88,708
$90,670
$190,667
$128,500
$94,947
$85,942
$67,204
$85,000
$77,584
$72,527
$104,500
$91,450
$48,000
$107,271
$69,875
$50,000
$75,096
$75,172
$70,833
$112,821
95,500
$75,081
$57,492
$53,664
$57,550
$61,123
$77,500
$74,822
N/A
$51,000
$86,875
$64,100
$76,880
$73,050
$104,100
$110,143
$78,211
$84,269
$73,530
$103,000
$61,635
$67,665
$60,233
$84,096
$70,025
$74,533
$76,159
$50,500
$79,461
$75,601
$112,857
$111,780
$85,410
$84,041
$68,336
$144,257
$70,815
$70,517
$88,000
$85,945
$90,024
$72,886
$60,765
$80,125
$90,243
$87,788
$149,800
$130,118
$104,850
$102,713
$67,826
$82,000
$65,647
$80,320
$70,875
$80,848
$81,786
$71,666
$78,963
$83,895
$79,431
$75,935
$121,580
$100,883
$95,346
$93,420
$68,863
$80,285
$70,455
$74,590
$63,895
$70,583
$95,175
$68,166
$76,043
$86,750
$86,543
$77,234
N/A
$150,000
$108,857
$91,257
$68,037
N/A
$85,500
$65,563
$73,333
N/A
$123,331
N/A
$88,000
N/A
Regional Average
2013 Regional Average
Executive-level management
Executive-level training/HRD manager
Training department manager (+5 Trainers)
Training department manager (1-5 Trainers)
One-person training department
Information technology training manager
Classroom instructor/trainer
Instructional designer
CBT/Web/multimedia programmer/
designer/manager
Management/career/organizational
development specialist
Independent consultant or other “outside”
provider of training/HRD goods and services
Personnel manager/specialist
Line or staff manager other than
training/HRD, personnel or IT
Professor/teacher/other education

46. www.trainingmag.com36 | NOVEMBER/DECEMBER 2014 training
Executive-level management (e.g., CEO, CLO, CIO) $129,053 $128,076 $99,704 $56,500
Executive-level training/HRD manager - other
training managers report to you $112,245 $118,418 $108,921 $89,540
Training department manager - more than five
full-time trainers/learning specialists report to you $91,287 $90,369 $74,780 $77,438
Training department manager - between one
and five full-time trainers/learning specialists $88,658 $83,083 $73,650 $77,396
report to you
One-person training department $68,858 $65,361 $60,733 $63,819
Information technology training manager $83,616 $77,006 $41,327 $51,000
Classroom instructor/trainer $68,482 $62,872 $77,834 $63,242
Instructional designer $71,901 $72,362 $77,104 $66,781
CBT/Web/multimedia programmer/designer/manager $75,432 $74,068 $70,500 $53,000
Management/career/organizational development
specialist $81,137 $77,355 $74,200 $82,460
Independent consultant or other “outside”
provider of training/HRD goods and services $87,692 $89,859 $85,731 $160,000
Personnel manager/specialist $75,048 $64,772 $104,250 $69,571
Line or staff manager other than training/HRD,
personnel or IT (e.g., sales, operations, manufacturing) $73,944 $89,017 $66,329 $65,428
Professor/teacher/other education $72,643 $60,623 $61,333 $73,000
Industry
Manufacturing $91,867 $88,325 $86,150 $65,069
Retail/wholesale/distribution $76,564 $70,796 $94,600 $74,000
Finance/banking/real estate/insurance $83,679 $78,465 $91,483 $67,025
Business services/hospitality $69,254 $78,366 $103,857 $65,767
Communications $85,684 $78,883 $58,750 N/A
Transportation/utilities $83,037 $77,202 $81,700 $62,701
Health/medical services $78,445 $83,072 $89,082 $66,455
Educational services/academic institution $70,273 $66,875 $71,902 $69,225
Government/military $74,159 $74,376 $76,389 $73,820
Consulting $98,664 $89,133 $86,599 $114,763
Supplier to the training industry $91,592 $84,568 $81,500 $78,167
Gross Sales/Fees
Less than $1 million $86,587 $71,020 $78,117 $61,062
$1 million to $49.9 million $73,506 $72,209 $84,171 $66,462
$50 million to $399.9 million $80,516 $76,436 $74,351 $82,303
$400 million to $999.9 million $81,429 $83,429 N/A $81,925
$1 billion to $9.9 billion $88,941 $87,184 $75,000 $54,020
$10 billion or more $92,724 $89,779 N/A N/A
Education
No college degree $68,340 $67,375 $74,009 $57,881
Associate’s degree $75,350 $67,570 $74,688 $70,833
Bachelor’s degree $80,259 $75,847 $84,167 $68,483
Master’s degree $85,122 $84,857 $84,582 $75,124
Doctoral degree $107,865 $92,976 $89,555 $122,600
Years of Experience
3 years or less $67,393 $62,547 $62,278 $64,292
4 to 7 years $68,222 $70,001 $68,956 $57,179
8 to 12 years $77,303 $76,656 $89,518 $76,079
13 years or more $91,073 $88,931 $89,331 $75,585
Average Salary $81,334 $78,623 $82,653 $70,090
Fewer
2013 Overall than 100
Job Category Overall Average Average employees 100-499
EXCLUSIVE SALARY SURVEY

47. www.trainingmag.com training NOVEMBER/DECEMBER 2014 | 37
N/A N/A $210,500 $235,000 $116,000 N/A N/A
$79,398 $113,100 $90,833 $121,871 $106,333 $142,875 $138,925
$84,600 $77,600 $90,408 $107,433 $79,872 $114,142 $107,733
$85,189 $81,481 $89,348 $96,426 $97,270 $86,810 $107,353
$74,693 $55,176 $74,261 $64,737 $73,159 $74,093 $91,023
$64,000 $85,000 $123,629 $74,000 $90,856 $87,000 N/A
$58,667 $65,667 $71,343 $70,265 $64,658 $63,242 $73,671
$61,939 $67,768 $68,025 $69,389 $76,582 $70,016 $79,705
$56,483 N/A N/A $83,300 $79,000 $91,438 $63,578
$91,500 $59,250 $70,089 $79,207 $84,606 $76,100 $92,859
N/A $103,000 $94,131 $64,500 $89,600 $94,000 $91,575
$65,033 $65,830 $50,125 $89,220 $80,250 N/A $83,667
$62,269 $81,250 $78,000 $82,682 $85,656 $65,396 $73,464
N/A $51,750 $41,000 $67,000 $102,050 N/A $86,099
$82,801 $90,000 $83,911 $98,433 $102,459 $80,376 $110,854
$50,417 N/A $76,441 $78,863 $85,667 $91,000 $73,300
$77,180 $82,062 $85,950 $92,678 $79,975 $83,411 $93,682
$86,033 $70,374 $89,188 $78,622 $63,875 $53,863 $91,504
N/A N/A $88,264 $68,485 $84,700 $84,408 $95,239
$77,500 $67,438 $89,096 $93,128 $87,100 $94,892 $59,250
$90,450 $90,460 $73,000 $74,417 $86,061 $59,100 $93,188
$68,869 $55,829 $75,302 $65,231 $70,598 $64,083 $64,833
$62,250 $67,231 $70,707 $76,000 $71,099 $86,248 $83,693
N/A $91,659 $100,340 $74,100 $107,150 N/A $90,475
$63,500 $92,167 $102,383 $96,973 $81,880 $105,000 $104,195
$46,000 N/A $78,000 $82,190 $85,000 N/A N/A
$67,915 $67,031 $65,476 $66,481 $87,089 $66,818 $69,516
$80,540 $83,058 $81,885 $75,819 $88,801 $64,675 $78,726
$87,200 $76,963 $88,949 $82,342 $67,058 $69,877 $70,875
$73,011 $57,000 $90,442 $92,233 $88,352 $81,435 $93,850
N/A N/A $52,490 $104,934 $82,928 $88,275 $95,604
$66,125 $76,811 $74,133 $70,994 $62,696 $71,101 $75,408
$51,500 $74,333 $61,250 $64,474 $76,633 $74,000 $117,530
$78,202 $71,079 $76,104 $83,046 $88,323 $74,066 $89,196
$71,513 $73,711 $86,776 $82,255 $85,975 $85,253 $94,290
$149,900 $85,667 $126,660 $120,582 $90,273 $107,000 $115,000
$47,524 $57,683 $63,045 $76,857 $80,044 $69,577 $69,506
$65,278 $70,146 $64,387 $66,838 $64,966 $67,481 $91,254
$71,850 $67,755 $74,540 $76,852 $72,290 $77,994 $80,116
$87,196 $85,349 $91,412 $89,976 $93,768 $87,160 $100,694
$73,835 $74,193 $80,919 $81,912 $82,758 $79,030 $91,546
1,000- 2,500- 10,000- 25,000 50,000
500-749 750-999 2,499 9,999 24,999 49,999 or more

48. 0 30,000 60,000 90,000 120,000 150,000
www.trainingmag.com38 | NOVEMBER/DECEMBER 2014 training
0 20,000 40,000 60,000 80,000 100,000
Training Salaries by Number of Employees Trained
Salaries by Gender
Executive-level
management
Executive-level training/
HRD manager
Department manager
(+5 trainers)
Department manager
(1-5 trainers)
One-person
department
Classroom
instructor
IT training
manager
Instructional
designer
CBT/Web/multimedia
designer/manager
Career/
OD specialist
Consultant
Personnel manager/
specialist
Staff manager other
than training/HRD
Professor/
teacher/educator
FEMALE
MALE
Less than 100
100 - 499 (avg.)
100 - 249
250 - 499
500 - 749
750 - 999
1,000 - 2,499
2,500 - 9,999 (avg.)
2,500 - 4,999
5,000 - 9,999
10,000 - 24,999
25,000 - 49,999
50,000 or more
$76,023
$72,227
$69,210
$75,244
$75,654
$81,106
$82,236
$88,160
$84,560
$91,760
$88,824
$88,274
$90,095
NUMBER OF EMPLOYEES
IN ORGANIZATION
$109,500
$140,905
$104,677
$117,155
$87,460
$96,517
$86,933
$91,263
$66,865
$71,577
$64,295
$76,674
$92,280
$73,055
$70,601
$74,981
$65,482
$88,225
$78,044
$87,225
$87,228
$85,552
$62,781
$100,944
$71,488
$81,080
$69,079
$74,622
EXCLUSIVE SALARY SURVEY

49. 0 50,000 100,000 150,000 200,000
Salaries by Age
35 years
or younger
36 to
43 years
44 to
49 years
50 years
or older
Executive-level management
Executive-level training/ HRD manager
Department manager (more than 5 trainers)
Department manager (1-5 trainers)
One-person department
Classroom instructor
IT training manager
Instructional designer
CBT/Web/multimedia designer/manager
Career/OD Specialist
Consultant
Personnel manager/specialist
Staff manager other than training/HRD
Professor/teacher/educator
N/A
$54,000
$63,717
$66,162
$57,213
$51,000
$53,503
$60,204
$55,322
$70,009
$85,000
$46,400
$53,096
N/A
$83,000
$114,756
$83,521
$89,146
$60,380
N/A
$69,704
$71,031
$97,000
$76,227
$72,331
$72,771
$78,071
$65,599
$84,227
$116,151
$107,742
$88,794
$77,359
$81,833
$69,057
$72,398
$87,219
$77,139
$88,771
$84,720
$70,877
$72,275
$156,104
$115,503
$95,480
$94,188
$74,284
$87,834
$74,473
$76,393
$78,868
$88,210
$92,873
$86,085
$79,516
$83,300
www.trainingmag.com training NOVEMBER/DECEMBER 2014 | 39

50. www.trainingmag.com40 | NOVEMBER/DECEMBER 2014 training
Money talks, but are leaders listening? That would appear to be a
valid question in light of a recent Development Dimensions Inter-
national (DDI) study, “Leaders in Transition: Progressing Along a
Precarious Path.”
Among the study’s findings was one that debunked the conventional
wisdom that individuals are motivated to become leaders, make
career moves, or advance upward through the leadership ranks “for
the money.” Surprisingly, less than 10 percent of the more than 600
leaders surveyed said they agreed to their new position mainly for the
money—a much less common driver than the pursuit of long-held,
long-term goals. When asked to describe outcomes of their transitions,
they also cited numerous non-monetary benefits, including a sense of
greater empowerment and more confidence in their job-related abilities
after making the move, more insight about their personal strengths and
weaknesses, greater ability to affect the company’s strategic objec-
tives, and improved status within the organization.
Are these positives so significant that they offset the need for a sal-
ary increase? It would appear that many organizations are positioned
to find out, as just 54 percent of leaders said that their transition was
accompanied by a raise (25 percent of individual contributors and
nearly 9 percent of strategic leaders surveyed said they actually took a
pay cut as a result of their transition, which could be a lateral move, as
well as an upward move).
A bigger issue may not be how much more leaders make, but how
few individual contributors—including many with the potential to
be excellent leaders—want to become leaders at all. In a separate
DDI global study, “Lessons for Leaders from the People Who Mat-
ter,” of nearly 1,300 individual contributors, we found that while
nearly half felt they could be more effective in the role than their cur-
rent leader, just 46 percent actually would want their boss’ job. To
see the full study, visit: https://www.ddiworld.com/DDIWorld/media/
trend-research/lessonsforleadersfromthepeoplewhomatter_mis_ddi.pdf
Clearly, organizations need to do more to make the transition to
leadership—and the transition from one level of leadership to the
next—both more appealing and less stressful. The best way to
do it? The leadership transition study showed that leaders want a
structured development plan to help them thrive in their new role.
They also value clarifying conversations about expectations, access
to resources, and explicit performance measures. In addition, they
want less ambiguity; they want to understand the demands that
accompany their new role—an added benefit of a role-relevant
assessment that identifies their strengths and development areas.
And as much as anything, transitioning leaders need reinforcement
that it’s OK to be nervous or terrified.
While leaders’ pay should align with their responsibilities, an
increase in compensation isn’t the same as—and is often a poor
substitute for—smoothing out the challenges that come with a lead-
ership transition. To view the full study results, visit:
http://www.ddiworld.com/resources/library/trend-research/leaders-in-
transition-progressing-along-a-path#.VCns0Ofz3sJ
According to a recent survey conducted by Fierce, Inc., which
examined professional women’s attitudes about work/life balance,
women are more challenged than ever when it comes to attaining
the ever-elusive balanced life. In the 2014 “Having It All” survey,
1 in 5 women reported leaving higher-paying jobs for lower-paying
opportunities that offered better flexibility. Not terribly surprising,
given 70 percent of women also reported being stressed, with
nearly 50 percent experiencing stress-related health issues such as
loss of sleep (45 percent), weight gain (45 percent), and depression
(34.5 percent).
Clearly, the issue of work/life balance continues to be a hot topic
and one that is contributing to the ongoing female “brain drain”
occurring in corporate America today. So what is an organization to
do about it?
Focusing on flexibility is key. Life doesn’t happen on a Tues-
day. Nor does it happen safely between the hours of 9 and 5 nor
during the lunch break (assuming we can squeeze one in!). As a
working mother myself, I know too well the reality of life bleeding
outside the margins into the pristine confines of work. Organiza-
tions that are keen on retaining their female talent will take note
and embrace reality by offering more flexibility in the workplace.
The ability to telecommute and work flexible hours can go a long
way toward reducing stress while ensuring women can be
successful on both fronts.
In a supportive environment, a call from school saying little
Johnny is sick no longer sets off an extended and distracting ordeal
as we scramble to find someone to swoop in and save the day. Nor
does it require us to sacrifice a cherished PTO day because life
threw us a curve ball.
No matter what policies currently are afforded employees, employ-
ers should open up a dialogue giving working parents the opportunity
to voice concerns and share opinions. Even if it isn’t feasible to act
upon suggestions, organizations that invite the conversation and
communicate intention with those items will demonstrate to employ-
ees that they are taking the issue of work/life balance seriously—not
merely paying lip service.
Offering policies that support work/life balance benefits both
employees and employers. Employees experience less stress and are
more engaged with their organizations and teams. Organizations ben-
efit by experiencing fewer health-related costs, higher retention, and
the higher profits that come with a highly engaged workforce. Greater
flexibility in the workforce makes sense by making cents.
DOES IT MATTER WHAT YOU PAY LEADERS?
By Evan Sinar, Ph.D., Chief Scientist, Development Dimensions International (DDI), and Director,
DDI’s Center for Analytics and Behavioral Research
CAN WOMEN “HAVE IT ALL”?
By Halley Bock, CEO and President, Fierce, Inc.
EXCLUSIVE SALARY SURVEY