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Learning Cultures Lead the Way: Learning and Development Outlook—14th Edition The Conference Board of Canada, 105 pages, January 23, 2018 Report by Simon Cotsman , Colin Hall

Learning Cultures Lead the Way: Learning and Development Outlook—14th Edition

The Conference Board of Canada, 105 pages, January 23, 2018
Report by Simon Cotsman , Colin Hall

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The 14th edition of the Learning and Development Outlook presents detailed benchmarking information about the state of learning and development (L&D) in Canada and profiles the organizations that are leading the way in their provision of learning and development. Document Highlights This 14th edition of the Learning and Development Outlook has two main objectives: to provide L&D leaders and practitioners with data about the current state of learning programs, practices, and expenditures across Canada; and to provide an analysis of the current state of learning in organizations. The report summarizes the results of the Learning and Development Outlook survey sent during the fall of 2016 and winter of 2017. A total of 127 organizations completed the survey. A key finding that emerged from the responses is that organizations with strong learning cultures invest more in their learning and development and are realizing greater returns for their investment. Largely, they are guided by strong leadership that places a high priority on employee engagement and communication. Table of Contents EXECUTIVE SUMMARY Chapter 1–Introduction Chapter 2–Organizational Work Environments What Contributes to Learning Culture? Canada’s Performance Strength of Learning Cultures in Canadian Organizations Organizational Support for Learning Overall Organizational Effectiveness Learning Culture and Organizational Performance Chapter 3–Expenditures on Learning and Development Learning and Development Expenditures Challenging Business Environments Two Important Metrics: Learning and Development Expenditures as a Percentage of Payroll and of Revenue Hours of Learning The Spending Decline? Canada–United States Comparisons Spending Allocations for L&D L&D Investment and Learning Cultures Satisfaction With L&D Budgets So, Is the Investment in L&D Rebounding? Impact of L&D Investment on Organizational Performance Chapter 4–Methods of Learning Delivery Slow Changes to Learning Delivery The Evolution of E-Learning Informal Learning Learning Program Offerings Distribution of Formal Learning Content Chapter 5–Structure, Strategy, and Learning Evaluation The Structure of the L&D Function Learning Team Size Systems for Managing Learning Data Learning Resources Learning and Development Strategy Top Strategic Goals Learning Metrics The Evaluation Dilemma Measuring Learning Efficiency Performance Appraisal Learning Accountability Chapter 6–Leadership Development Recognizing and Nurturing Internal Talent Leadership Development Practices Offered to Employees Effectiveness of Leadership Development The Impact of Leadership on Organizational Performance Where Do High-Performing Organizations and High-Leadership Performance Organizations Achieve Their Best Results? Leadership Development Practices at Middle Management and Senior Levels Should Leadership Development Be Budgeted Separately From Learning and Development? Appendix A–Survey Methodology and Respondent Profile Appendix B–Responding Organizations Appendix C–Expenditures by Organization Type, Number of Employees, and Level of Unionization Appendix D–Bibliography

The 14th edition of the Learning and Development Outlook presents detailed benchmarking information about the state of learning and development (L&D) in Canada and profiles the organizations that are leading the way in their provision of learning and development.

Document Highlights

This 14th edition of the Learning and Development Outlook has two main objectives: to provide L&D leaders and practitioners with data about the current state of learning programs, practices, and expenditures across Canada; and to provide an analysis of the current state of learning in organizations. The report summarizes the results of the Learning and Development Outlook survey sent during the fall of 2016 and winter of 2017. A total of 127 organizations completed the survey. A key finding that emerged from the responses is that organizations with strong learning cultures invest more in their learning and development and are realizing greater returns for their investment. Largely, they are guided by strong leadership that places a high priority on employee engagement and communication.

EXECUTIVE SUMMARY

Chapter 1–Introduction

Chapter 2–Organizational Work Environments

What Contributes to Learning Culture?
Canada’s Performance
Strength of Learning Cultures in Canadian Organizations
Organizational Support for Learning
Overall Organizational Effectiveness
Learning Culture and Organizational Performance

Chapter 3–Expenditures on Learning and Development

Learning and Development Expenditures
Challenging Business Environments
Two Important Metrics: Learning and Development Expenditures as a Percentage of Payroll and of Revenue
Hours of Learning
The Spending Decline?
Canada–United States Comparisons
Spending Allocations for L&D
L&D Investment and Learning Cultures
Satisfaction With L&D Budgets
So, Is the Investment in L&D Rebounding?
Impact of L&D Investment on Organizational Performance

Chapter 4–Methods of Learning Delivery

Slow Changes to Learning Delivery
The Evolution of E-Learning
Informal Learning
Learning Program Offerings
Distribution of Formal Learning Content

Chapter 5–Structure, Strategy, and Learning Evaluation

The Structure of the L&D Function
Learning Team Size
Systems for Managing Learning Data
Learning Resources
Learning and Development Strategy
Top Strategic Goals
Learning Metrics
The Evaluation Dilemma
Measuring Learning Efficiency
Performance Appraisal
Learning Accountability

Chapter 6–Leadership Development

Recognizing and Nurturing Internal Talent
Leadership Development Practices Offered to Employees
Effectiveness of Leadership Development
The Impact of Leadership on Organizational Performance
Where Do High-Performing Organizations and High-Leadership Performance Organizations Achieve Their Best Results?
Leadership Development Practices at Middle Management and Senior Levels
Should Leadership Development Be Budgeted Separately From Learning and Development?

Appendix A–Survey Methodology and Respondent Profile

Appendix B–Responding Organizations

Appendix C–Expenditures by Organization Type, Number of Employees, and Level of Unionization

Appendix D–Bibliography

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