A 2009 study by Bersin & Associates, done in conjunction with Workforce Management, shows steep drops in training and development spending. Instead of spending on come-one, come-all programs, organizations are taking more prescriptive approach that seeks to match high-potential employees with development initiatives that tackle strategic business issues. By Garry Kranz
Faced with shrinking budgets and deep cuts of their training staffs, companies in 2009 continue to scrutinize employee training offerings more carefully, reducing open enrollment and devoting scarce resources to high-impact learning initiatives. Despite the short-term pain, those steps should help companies by strengthening their competitive positions once the economy brightens.
Those are among key findings of a 2009 study by Bersin & Associates, an Oakland, California-based research firm that specializes in enterprise learning and talent management. The research for the Corporate Learning Factbook 2010 was conducted this year in conjunction with Workforce Management. It culled online responses from U.S.-based organizations with 100 or more employees, including for the first time agencies of state, local and federal governments. More than 1,400 organizations participated in the survey.
The study also found that following a decline in spending on leadership programs in 2008, companies once again are allocating resources to nurture their managers, supervisors and executives—a sign that the economy may be turning a corner, albeit slowly.
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