2012 Trend Report

Welcome to Impact's first Trend Report - a brief guide to the trends that we believe will define the arena of people development in 2012.

The report is based on research conducted by ourself and others, 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. To request a FREE hard copy of the Trend Report please carol [dot] pearson [at] impactinternational [dot] com (subject: Trend%20Report%20request%20from%20the%20website) (email us).

Virtual Development

Virtual Development

Through our partnership work with clients, we’re discovering that advanced learning architectures can successfully combine the technology-based with the experiential. In 2012, Virtual Development will become a method in its own right, and will no longer be seen merely as a supporting mechanism which knits together the “real” modules of a longer intervention. It will instead become a new space in which to develop and enable people to lead organisational change.
To read more about our latest thinking on Virtual Development please visit our blog.
Focus on Middle Managers

Focus on Middle Managers

We’re experiencing an increase in delivery of leadership development for Middle Managers – reflecting a growing awareness of the importance of investment at this level. Frequently, management development strategies that start at the top lose momentum as they are rolled out to middle managers and team leaders….the very populations who have the most significant influence on day-to-day levels of engagement.
Middle Managers are the linchpin that hold together frontline staff and senior executives, they feel the pressure of expectations from both. In 2012 they’ll be getting the attention they deserve. Return on investment should reach across the workforce, bringing improved morale and engagement, better retention and clarity over strategy and values.
Impact and Barclays UK Retail Bank won a UK National Training Award for their unique approach to developing Middle Management - please click here to read the case study.
Sophisticated Learning Architecture

Sophisticated Learning Architecture

Learning methodologies will work harder than ever in 2012, raising the efficiency of development frameworks and helping them to achieve the business goals they are aligned to.

This drive for efficiency will see more widespread integration of strategic goals into mainstream learning, from innovation and creativity right through to community engagement and environmental projects.

Efficient and grounded learning will come from tailored learning journeys with a careful mix of 70/20/10 (70% work based, 20% distance, 10% off the job). Strategies will be put in place to ensure that the learning that takes place on modules is embedded and supported by further learning in the workplace. There will be a focus on “learning to learn”, with coaching, work parcels and action learning sets acting as supporting elements.
Live business projects and Real Time Leadership Simulations will also increase in popularity, providing highly relevant learning vehicles that deliver directly transferable strategic learning.

What methodologies can you leverage in your L&D that will make the company’s strategies run through them?
The following is an extract from our Whitepaper "Aligning Training with Corporate Strategy". If you would like to request a full copy of the paper, please louise [dot] mcdonald [at] impactinternational [dot] com (subject: Request%20for%20Whitepaper%20on%20Aligning%20Training%20with%20Corporate%20Strategy) (click here).
Regardless of the level of senior leadership support that can be marshalled, there is a huge amount that can be done by L&D professionals to thread company strategies into learning and development. Cleverly designed and researched training can be seen not only to support the company strategy but also be transparently themed on the strategy.
Reality Lends Relevance
For many of Impact’s clients, the vehicle for development, through the classic mechanisms of Action Learning and interactive face-to-face training, is to work with live strategic issues. In this “triple hit” approach, training can achieve development goals; increase participant understanding and commitment to company strategic goals; and actually produce innovative ideas, solutions and strategies to meet the needs of the business.
At every stage of such programmes, be it skill building, knowledge inputs or personal development, the reference point - and the actual content - is directly relevant to and framed by current business strategy. This contrasts with yesteryear’s model of designing training around case studies, generic simulations or academic theories and arcane models, which participants are expected to somehow connect to their real lives and challenges.

At PepsiCo the design and objectives of the flagship Senior Leadership Development Program were developed in direct relationship to four strategic imperatives for senior leaders. A centerpiece of this program is a custom-designed live Leadership
Challenge built around current manifestations of these strategic imperatives, concluding with presentations to top leadership of what the next 90 days strategy should be.
UBS Wealth Management’s Executive Leadership Experience is built around a future-based scenario of entry into a new and emerging market.
At Raytheon, ‘Ready Next’ participants in the high profile GM Development Programme work on live business challenges sponsored and introduced by key executives.

CIGNA’s Leading for the Future programme features a high stakes 24-hour business challenge and action learning outputs that are frequently adopted.

In addition to the above, peer coaching can reinforce and sustain learning in line with the business strategy. This can be facilitated initially by external coaches but typically becomes self-sustaining as participants assume ownership due to the practical/applied advice and business benefits derived.
Personal Resilience

Personal Resilience

Personal Resilience is becoming a buzzword for 2012 - yet it must not be seen as an opportunity for organisations to escape their responsibility for employee wellbeing. HR will play a key role in supporting employees to improve their resilience, primarily by ensuring managers and leaders have developed the necessary skills to both support and challenge their reports. There will be a marked shift in focus from limiting negative stress to maximising positive wellbeing, with leaders encouraging their teams to respond to pressures in a positive way, improving both vitality and performance.
Organisations will also look to HR to drive related culture changes, exploring ways to develop a healthy and socially supportive working environment. Taking practical steps to improve physical health of workers will also continue to add value.
Strategic Talent Management

Strategic Talent Management

An increasing number of our HR-based clients are now working alongside executives from other business functions to ensure their organisation is well positioned to attract, develop and engage talent.
2012 will see Talent Management becoming a key part of every manager’s job. Line managers from all functions will need to be increasingly supported to play their crucial role in the talent management process, helping to identify, develop and engage talent at all levels.
Development of more sophisticated, bespoke engagement strategies for key talents will become a business priority in the near future.
To listen to our Developing and Engaging Talent Webinar (originally broadcasted 22nd November 2011), please follow the link from this page.
Innovation and Adaptability

Innovation and Adaptability

Adaptability will be the name of the game in 2012. Forward-looking organisations will define new markets and break into them with pioneering products and services. They will identify better ways of working together and seize opportunities where others see insurmountable challenges.
Cross-functional collaboration will generate rapid results. Extending this collaboration to wider society will bring even more potential for progress. Customers (existing and potential) and community partners will be increasingly involved in a process of co-creation.
The PWC 14th Annual CEO Survey 2011 reveals that CEOs are placing a higher premium on innovation - it is high on the agenda in virtually all industries and sectors. There is clear confidence too - 78% expect their development efforts to generate "significant" new revenue opportunities over the next three years.
Leadership and Innovation
A recent study by IBM* showed that creativity was one of the most important leadership qualities over the next five years. The challenge, however, is to carefully balance the often disruptive force of creativity with the need for operational efficiency. Those leaders who rise to this challenge stand to reap enormous benefits.
A participative and inclusive approach to leadership lends itself to promoting innovation within the culture of your organisation. Involving everyone is vital – the best ideas often come from those working on the frontline. Leading by influence rather than power helps to uncover the collective creative capacity that already exists within your organisation.
To read more about our latest thinking on Innovation please visit our blog.
*The IBM Institute of Business Value Study Cultivating organisational creativity in an age of complexity was published in August 2011.
Further Pressure to Prove ROI

Further Pressure to Prove ROI

Our 2011 global survey revealed that 72% of people development professionals had experienced increased pressure to prove ROI of their programmes. We believe this pressure is set to further increase in 2012, as organisations of all sizes strive to further optimise their learning. Those with a competitive edge will have a clear understanding of the business context for every intervention, will be taking a rigorous look at their list of preferred suppliers and will be making sure methodologies are fit for purpose - delivering not just the required personal development but also ticking boxes for engagement, values-fit and instant business improvements.
Smarter Globalisation

Smarter Globalisation

For many organisations a truly global workforce is already a reality. The challenge now is to achieve consistent global delivery of strategic competences and aspirant behaviours with intercultural implementation as core.
We are seeing a significant increase in enquiries for management development that includes a global management perspective – creating leaders who manage far-flung virtual teams with a variety of cultural differences.
Solutions which include Leadership Simulations and Real Plays are proving a popular choice, as they address this intercultural aspect in a practical rather than theoretical way. Virtual Development will also increase in popularity, with the creation of on-line learning labs which will give groups of business leaders the opportunity to become more effective at building relationships and leading complex tasks in the virtual world.
Blended Capital

Blended Capital

Impact have been involved in recent discussions with Dasra about a new model called ‘Blended Capital’. Not to be confused with the popular term ‘shared capital’, ‘Blended Capital’ aims to meet the needs of social enterprises and not-for-profits by providing funding, networks, people and skills building. It is an approach that recognises that social businesses need more than funding to get their business off the ground. They need access to people - to their networks and their business skills - financial planning, marketing strategies and HR expertise and more.
Blended Capital will bring new opportunites for people development in 2012, with methodologies such as Community Action Learning being strategically used alongside corporate support for social businesses.
For more information on Blended Capital please click here.
To discuss the concept of Blended Capital, please contact jo [dot] appleby [at] impactinternational [dot] com (subject: Blended%20Capital) (Jo)
Investment in Graduates

Investment in Graduates

Back in 2009, our survey of Graduates in Employment revealed that 48% believed their company had cut back on training and development for their population. Our 2011 survey shows a dramatically different picture, with 52% of the graduates saying that investment in training and development has increased over the last 12 months. Opportunities for career progression and promotion have also improved, with 23% reporting an increase in investment in this area.
The importance of a sound Talent Management strategy was outlined by the results. “Opportunity for career progression” was shown to be the most important factor when considering applying for a job (88%), way ahead of “Financial incentive/benefits package” (61%). When asked which skills were most important to their career progression, graduates stated “Communication” and “Leadership” as their clear priorities.
Please click here to read our latest blog on Generation Z.