Brandon Hall Group Research Published Nov. 14-20

Over the past week, Brandon Hall Group published 15 new resources – 2 new proprietary research resources, 9 award-winning case studies from the 2016 Brandon Hall Group Excellence Awards, 2 solution provider profiles, and 2 blogs.

Below we make public some of these resources (click on the links) as a way for non-members to familiarize themselves with our research:

Top Spending and Management Trends for Training, 2016-17

Case Study: Cardinal Health Streamlines 7-Step Talent Acquisition Process

HCMx Radio: The Future of Learning: How the World Has Changed

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Here is an overview of research released Nov. 14-20:

New Research Reports

Top Spending and Management Trends for Training, 2016-17

Training is one of an organization’s biggest budget line items. With business needs changing quickly and technology advancing even faster, companies are constantly reevaluating how they spend their training dollars. This research summary report takes a look under the hood of the training budget to get a better picture of what is really going on.

The Impact of Regulation, Technology and Culture on Diversity and Inclusion  

Diversity and Inclusion (D&I) has never been a top HR priority in Brandon Hall Group’s annual HCM Outlook research, and 2016 was no exception. The top priorities were learning and leadership development, with D&I in seventh place. However, changes to the U.S. EEO-1, which will make it mandatory to track and report pay data according to gender, race, and ethnicity starting in 2017, means that this is the right time to invest in D&I, both for organizations that actively support D&I and those that don’t. This report looks at the impact of regulation, technology and culture on the support and effectiveness of diversity and inclusion efforts in organizations.


2016 Excellence Award-Winning Case Studies

Brandon Hall Group announced its 2016 Excellence Award winners. These case studies, featuring the award-winning organizations, were released for publication:

Innovative Virtual Sales Learning at SAP  

SAP sought a way to optimize overall results, while reducing both learning costs and “opportunity costs” for sales people who must leave the field to undergo training. In 2013, SAP replaced the first of their two annual in-person meetings with a virtual training event. Following its success, the company did the same for the second event, creating GCO Innovation Day, a live, interactive 24-hour virtual learning event. In 2015, nearly 11,000 participants from 48 countries joined SAP’s two events, spending over 12,000 hours learning on the platform. Participant feedback further attests to program effectiveness.

Delivering Learning Across Any Device at Cisco

With learner needs steadily shifting toward self-directed mobile learning, the Learning@Cisco team was determined to provide its millions of certification-seeking customers with an effective self-study solution. Partnering with Xyleme, Cisco’s learning team transformed lecture-heavy content into interactive multi-modal learning supported by cognitive science research. Estimates indicate that the single-source approach annually pays for the cost of Xyleme 10 times over, and enables Cisco to deliver on its brand promise of excellence and customer service.

IBM Deploys SAP Learning Hub to Transform Learning  

A global leader in innovation, IBM sought a cost-effective, agile, continuous learning program to keep consultants on the cutting edge of SAP products and services. They chose SAP Learning Hub, together with SAP Live Access and blended-instructor delivery, to meet those needs. From 2014 to 2015, the program spurred a 3.5-fold increase in the number of consultants involved in some type of training, and netted significant upticks in the total number of training activities and programs completed. Meanwhile, the average cost per training interaction in 2015 decreased to roughly 7% of the 2014 cost.

Creating a Leader Lifecycle at Sears Holdings  

The goal of the “Lifecycle of a Leader” program at Sears is to provide a career path for associates who want to grow with the company. Sears Holdings develops and supports its associates at each step of the program through a blended learning approach, utilizing the 70-20-10 framework.

Microlearning on LGBT Cultural Competence at Anthem

Anthem Inc., seeking to enhance health-care interactions between LGBT patients and their medical providers, partnered with its own Associate Network for Gay and Lesbian Equality and instructional design partner Training Systems Design to develop a mobile learning program that would be easy to navigate, readily available, realistic and active. Research also showed that the learning should be divided into micro-doses for the time-pressured audience. Evaluations show that nearly 95% of users believe the micro-learning components are worth the time away from demands in their practices.

Cardinal Health Streamlines 7-Step Talent Acquisition Process  

With an increasing number of new hires and hiring managers, Cardinal Health desperately needed a joint ATS-HCM system to integrate its recruiting, hiring, onboarding, and talent management transactions. In 2015, Cardinal selected Workday Recruiter, mobile-friendly technology that keeps all applicant and employee data in one system, thereby enhancing Cardinal Health’s already-effective 7-Step Talent Acquisition Process. Completely eliminating manual data entry, Workday’s improved efficiency has also netted greater cost savings and customer satisfaction.

Raising Medical Exam Scores through eLearning at Imperial College

When Imperial College of London, a public research university, developed eLearning for two pharmacology modules, instructional designers at Upside Learning worked closely with subject matter experts to validate accuracy before offering the module to students. Data analysis shows that 96% of students spent at least 60 minutes accessing the modules and suggests that the online content improved exam scores.

The Nissan Sales and Service Way with PulseLearning  

Nissan Motor Co./Australia enhanced its sales training strategy by building highly interactive eLearning that includes comic-strip style scenarios with real-life, multi-path branching. The online training, developed in partnership with PulseLearning, resolved problems created by a dispersed workforce. The eLearning course started as non-mandatory, but there have been 3,024 completions across 230 auto dealerships in Australia and New Zealand.

Creating a Customer-Centric Sales Culture at TransUnion  

In 2012, TransUnion recognized that changes in sales structure and skills were essential for maximum profitability and customer satisfaction. Seeking a consistent move from “product pushing” to “customer problem-solving” TU partnered with GP Strategies to implement a blended-learning training model emphasizing five critical and specific sales themes, and incorporating powerful virtual learning experiences built by the business for the business. TU realized a 2% stock increase and raised its outlook.


Solution Provider Profiles

Absorb LMS

This solution provider profile focuses on Absorb LMS, a clean and modern LMS with a robust feature set, responsive interface and support for the latest content types. Recent investments include a new small business “Starter” package, which will include simplified implementation and affordable pricing for businesses starting with fewer than 50 users, along with a soon-to-be-released Business Intelligence service for high-end enterprise reporting


This solution provider profile features ClearCompany. Its patent-pending software allows clients to source, interview, hire, onboard, review and manage job candidates and employees. ClearCompany’s approach to talent management places goals at the center of the talent process to provide users with a strategic understanding of human capital.


Research-based Blogs

Learning is Evolving (Quickly), and So Must the L&D Budget

Companies have struggled mightily with the perennial challenge of learning’s ROI. Corporate leaders want to know just what they are getting with all the money they are spending on L&D, and, historically, it has been difficult to provide the answers. Even as companies move away from providing true ROI and focus more on the performance outcomes of learning, it is critical that organizations have a fundamental understanding of the learning budget first – before they try to figure out what it is producing. Click here to read the complete blog.

HCMx Radio 46: Future of Learning: How The World Has Changed

The only thing for certain in business today is that change is happening faster and far greater than ever before. To stay ahead you must be adaptable, forward thinking, innovative and prepared for change at any point in time. In this episode, we meet with Kelly Palmer the Chief Learning Office of Degreed, to discuss the future of learning. We talked about her experiences at some of her previous positions and how she is organizing her learning function in her most recent role at Degreed to empower them to be successful and ready for the future of learning. Click here to read full blog and listen to the podcast.

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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.