Doug Harward CEO Training Industry, Inc.

Market intelligence firm for the global training marketplace Largest reach to both the buy-side and supply-side of the industry Leading source of intelligence about trends and best practices Industry’s leading referral destination for buyers seeking top companies and capability specialists Best positioned to help organizations understand the competitive landscape WHO WE ARE

Research: What Makes a Great Training Organization?

Source: TII, Great Training Organizations Survey Percentage of respondents, N > 1,500 TO BE GREAT, WHAT IS MOST CRUCIAL?

TRANSFORMING THE TRAINING FUNCTION

2012 TRAINING INDUSTRY TRENDS CONSERVATIVE SPENDING CONFORMANCE OF MODALITY CUSTOMIZATION OF PRODUCT/SERVICES CONSISTENCY SPEND IMPROVING OUTSOURCING CONTINUING TO GROW KNOWLEDGE REPOSITORIES CONTENT CURATION SUSTAINABILITY MOBILE LEARNING TIN CAN API 70:20:10 BLENDING OF CONTENT DEMONSTRATION OF KNOWLEDGE INTEGRATION OF VIDEO OPEN ACCESS TO CONTENT JOBS ON SUPPLY SIDE CONSERVATIVE SPENDING KNOWLEDGE RETENTION STABLE JOB MARKET GROWTH IN OUTSOURCING FORMALIZING INFORMAL CONTENT GROWTH IN SPEND DIGITAL CONTENT SOCIAL BADGING GAMIFICATION SOCIAL LEARNING EVOLUTION OF LEARNING PORTALS CONSOLIDATION ERA OF PERSONAL LEARNINGCHANGING ROLE OF THE LEADERSHIFT TO BUSINESS CENTRIC LEARNING

STORYTELLING ONE Leverages Practical Information and Shared Experiences Improvisation thru Role Playing Prepares for Application Enhances Recall and Improves Retention

USE OF BIG DATA ANALYTICS TWO Reveals root causes of failures and the source of underperformance Allows for better decision making, reduced costs, and improved efficiencies Challenge is how to leverage it for training solutions

FORMALIZATION OF MENTORING AND COACHING THREE Making coaches and mentors available is not enough Creating structure in an informal process Success comes from proper preparation and training of the coaches/mentors

WORKFORCE READINESS FOUR Agreement from all sectors that current system is not efficient Collaboration movement between corporate and academia is growing Big data may be the path to solutions

CUSTOMER EDUCATION CONVERGING WITH MARKETING FIVE Marketing traditionally viewed as pre-purchase Customer education as post- purchase activity Both require common skill sets, similar processes, and alike technologies Both are about influencing behavior of customers CUSTOMER EDUCATION MARKETING

SIX MICROLEARNING TO BRIDGE GENERATIONAL GAPS Micro-learning traditionally viewed as a millennial activity High adoption rate seen by the older workforce Efficient in providing relevant content to learners when they need it

SEVEN GAMING FOR REINFORCEMENT Traditionally viewed as standalone learning experience to replace courses Best practice is embedding within learning experience as reinforcement Improves retention and application by extending shelf life of learning

EIGHT CORPORATE SPEND FOR TRAINING INCREASING Training functions are more lean than ever 2014 spend up by 7% over previous year Spend projected to continue grow at 5 to 7% for foreseeable future

NINE OUTSOURCING GROWS WITH EMPHASIS ON TRANSFORMATION Executives looking for a better way to manage training Transformation is about doing it better, Not about doing it for less Re-engineering the Training Function

TEN JOB MARKET FOR TRAINING PROFESSIONALS IS UP JOB MARKET Demand for skilled training professionals highest in six years Buy side looking for strategic leadership Supply side for transactional roles Buy Side Supply Side

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