2013 Trend Report

This trend report is based on research, analysis of the solutions we are selling, the insight we have gained from this year's people development conferences and exhibitions worldwide and, perhaps most importantly of all, our constant dialogue with clients.

In November 2012 we surveyed over 400 of our global clients and contacts to help us determine trends for 2013. 367 people completed the survey, with the resulting sample representing a good global spread, a diverse number of sectors and a wide variety of functional areas.

Please click on the images below to read more. If you would like a printed copy of our Global Trend Report, please stacey [dot] edmondson [at] impactinternational [dot] com (subject: Please%20send%20me%20a%20printed%20Trend%20Report) (email us).

Emerged Economies

At Impact 75% of our programme delivery is to an international audience, across a number of countries. This has risen by 45% in the last three years. The global trend looks set to continue, with some of our latest programmes being delivered across as many as 25 countries. Much of this global work is in response to the role Emerged Economies are playing in the business landscape.
Successful integration with Emerged Economies will depend heavily on the ability of your global team to work together effectively.
- Involve a diverse, global team in the design and delivery of any international people development initiatives, ensuring programmes flex to local needs as well as hitting global objectives.
- Build a talent management strategy that acknowledges talent in both newly emerged and established economies, and encourages collaboration and mobility between the two.
- Use pragmatic learning methodologies to reflect your reality. If your team will be working remotely then weave virtual facilitation into the design of their development programmes.
Research
91% of respondents to our survey think emerging economies provide an opportunity rather than a threat to their business.
Is there a pay off for Top Team diversity? Check out this article.
Generation Z

It’s only a matter of a few years before these digital natives, who have never known a world without the web, enter the workforce. Smart organisations will already be doing many of the things needed to engage and retain them, but new generation-specific strategies should include an increased focus on flexibility. This population tend to not only adapt well to change – they seek it out, looking for constant stimulation and variety. If you can’t provide enough variety in house you may need to “share” talented Gen Z workers by accommodating (and benefiting from) collaborative working – even with competitors.
For more detail on this subject, including hints and tips for engaging this generation, please check out our blog post.
Research
The results from our survey showed that 3 most important factors for retaining Gen Z were
- Personal and Career Development (relative proportion of 63%)
- Flexible Working (relative proportion of 52%)
- Constant Stimulation (relative proportion of 38%)
Immersive Learning Cultures

Many of our clients now subscribe to a 70:20:10 model of learning, and are increasingly asking us for development solutions which support the 70% of learning which is to happen “on the job”.
Any organisation that aims to successfully fulfil the majority of learning within the workplace must fully equip its leaders with the right mind-set. They must see all experiences as a development opportunity, creating a culture of learning, blending on-the-job task bundles, virtual development, action learning sets, mentoring, coaching, peer feedback, facilitated dialogue and more. This can all be galvanised through a smaller proportion of intense, meaningful face-to-face formal learning.

Research
54% of respondents to our survey believe “Focus on short term solutions” is the biggest barrier to effective organisational learning
Take a look at this interesting article on Designing a business that learns
Influencing without Authority

Flatter management structures, matrix organisations, outsourcing, and virtual teams mean that managers are increasingly facing the challenge of influencing those over whom they have no formal authority. New levels of partnership and collaboration add further to stakeholder complexity, with peers existing both inside and outside the organisation. In this new landscape “lateral” leadership will conquer “command and control”.
We can help organizations by equipping their managers with increased self awareness and an understanding of how well they interact with others through personal insights such as personal preferences in communication, emotional intelligence and responses to change.
Research
87% of respondents felt empowered at work to influence those with more positional authority.
Mindfulness

The word ‘mindfulness’ is occurring with increasing frequency in many fields. It sounds like a good thing, and something that should go hand in hand with leadership…but what does it really mean? Mindful leadership is about giving full attention, in the moment, on purpose and without judgement.
Mindfulness is a valuable tool for today’s leader, helping to engage the part of the brain responsible for:
- building and sustaining effective relationships
- experiencing a sense of meaning and purpose
- improving self awareness and managing responses to situations
There are many possibilities for the commercial and developmental use of the idea of Mindfulness and the practices that go with it. stacey [dot] edmondson [at] impactinternational [dot] com (subject: Please%20send%20me%20a%20copy%20of%20the%20Mindfulness%20Whitepaper) (Request) our Mindfulness whitepaper for more information.
Research
75% are able to define what the term “mindfulness” means
Portfolio Careers

Fragile market conditions have left many with no choice but to build a composite career. For others, the decision is more calculated and entrepreneurial, perhaps even a way of pre-empting the risks of such changes.
Either way, employers are increasingly likely to find themselves responsible for a workforce made up of a large proportion of part time, contract and freelance workers.
Opportunities
- High quality work: to a freelancer you are a client as much as an employer
- Increased flexibility: tap into skills as and when you need them
- Diversity: benefit from their other skills and experiences
- Talent retention: sometimes being flexible can help to retain key talent
Challenges
- Passion and engagement: is the work they do for you as important as their own ventures? Are they fully focussed when they work for you?
- Relationships: management will be required, yet they may not technically have a manager, it will take work to get this just right.
- Confidentiality: can you handle sharing them with your competitors?
Research
Our survey showed that 64% of organisations offer flexible contracts to avoid losing talent.
"Extension of flexible working rights is good for business" - take a look at this recent press release from CIPD.
Positive Psychology

Does your Talent Management strategy identify and address weaknesses? Well perhaps it shouldn’t. In our experience weakness-correction is not the best foundation on which to build your organisation. After a tough few years, the time has come for more progressive and positive Talent Management Strategies. A move from a “fix-it” attitude to one that recognises and develops strengths can increase engagement and, subsequently, business performance.
- Do your leaders know what they are good at? Aim to create a culture of constant, good quality feedback and use tools such as 360 Feedback and psychometric profiling where necessary
- Remember - weaknesses are often easy to see, whereas talents can go unnoticed.
- Be bold - create new roles and career paths around the strengths of individuals
- Development centres can be a great, positive way to identify and build on talent. Participants are part of the learning process and all responses to situations are handled in a spirit of personal and professional improvement.
Storytelling

To attract, retain and engage the very best talent, an organisation’s story must be strong. Great brands have a great story, one that is known beyond the boundaries of the organisation, creating loyalty and an emotional connection with customers.
Storytelling is an increasingly popular component in many of our programmes – from CEO led conferences and leadership development solutions to company wide projects.
This is because it is important that managers and leaders are able to use the power of authentic storytelling for leadership, engagement and change. Developing and refining the personal storytelling technique of your people can help them collectively create the organisation that they want to be.
Andy Dickson, our Head of Global Solutions, has written a short book - "Storytelling: An Essential Leadership Skill" - please click here for a preview. Look out for a blog on Storytelling and Leadership in early 2013.
Research
33% frequently hear their leaders telling compelling, engaging stories about their brand
Train the Trainer

Training budget constraints remain a challenge for many. A staggering 67% of you plan to bring the delivery of some of your people development programmes in house in 2013, with 59% planning to invest in a Train the Trainer programme.
This might not sound like good news for us as a People Development supplier, but happily we’re increasingly finding we have a key role to play in the co-creation of content and design of these in-house programmes. We continue to work in partnership with these clients to create dynamic learning architecture and then move into a Trusted Advisor role, providing mentoring and support wherever required.
Research
59% plan to invest in a Train the Trainer programme in 2013
VUCA

Volatile, Uncertain, Complex and Ambiguous
Since this term entered our language at Impact about 12 months ago we’ve been repeatedly asked to present on it globally.
The concept resonates with CEOs who are shifting from an approach based around problem solving and planning aimed at reducing uncertainty, to a world where progress is made by actively engaging with uncertainty, requiring higher levels of leadership agility.
- Anticipate risks, but don’t rely on past solutions
- Priorities may shift, but your direction and messaging should remain clear and consistent
- Use intuition as well as analysis and draw on the expertise and judgement of the talent around you
- Create networks rather than hierarchies – and enjoy improved innovation and engagement levels.
For more information, hints and tips, please check out our VUCA Blog post.
Research
60% don’t know what VUCA means