Thursday, October 03, 2013Tweet
[IWS] AHRI (Australia): LEARNING AND DEVELOPMENT SURVEY [3 October 2013]
IWS Documented News Service
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
Australian Human Resources Institute (AHRI)
AHRI PULSE SURVEY: LEARNING AND DEVELOPMENT [3 October 2013]
[full-text, 21 pages]
KEY FINDINGS AT A GLANCE
• The majority of respondents (79%) report that the learning and development function either sits within HR or operates both internally and externally with respect to HR. Only 12% report learning and development as an stand-alone function in the organisation.
• Nearly eight out of 10 respondents report the HR function consists of fewer than five staff, with 41% reporting a HR department of only one staff member.
• In-house training and induction are the two most common learning and development activities mentioned by respondents, though there is a wide spread of other activities that include formal education courses, leadership development and payment for employees’ professional development activities.
• More than half the respondents report that learning and development bugets are set by the executive team, 35% in consultation with HR and the remaining 18% without HR consultation. Learning and development set the budget in 18% of cases in consultaion with line managers, and a small proportion are set by line managers alone.
• Nearly seven out of ten respondents (68%) report that learning and development accounts for less than 5% of revenue, with 20% reporting it accounts for between 6-10% of revenue.
• More than half the respondents cite performance, skill and compliance requirements as the main ways in which learning and development activities are determined, with 19% nominating performance reviews, 15% compliance requirements, 12% core skills for the role and 9% core organisational skills.
• Around eight out of 10 respondents report learning and development activities are linked to wider business strategy, though only 13% report a strong link. Nearly one in five (16%) report no link or a weak link to strategy.
• Nearly eight out of 10 respondents report learning and development activities are effective or somewhat effective, though only 8% report they are very effective. Around 13% report they are not effective or not very effective.
• One in five respondents (20%) report that their organisation does not measure learning and development for return on investment and another 13% do not know how ROI is measured. Of those that do, participant self-assessment is the most common method (17%), followed by assessment of participant performance or productivity (15%), and assessment of changes in organisational performance, productivity or profitability (11%).
• Induction of new staff and leadership training are viewed by respondents as the most effective learning and development activities for achieving ROI. Team building and compliance training for new legislation are viewed as the least effective.
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