Brandon Hall Group Research Published Oct. 31-Nov. 6

Over the past week, Brandon Hall Group published 16 new resources – 2 new proprietary research resources, 9 award-winning case studies from the 2016 Brandon Hall Group Excellence Awards, 2 webinars, 2 blogs, and 1 answer to a member’s question.

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

6 Steps to Personalized Learning for Large and Mid-Sized Enterprises

Spending Priorities for Training: 2016-17

Leadership Development Strategy: The Ultimate Differentiator

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Here is an overview of research released Oct. 31-Nov. 6:

New Research Reports

Spending Priorities for Training: 2016-17

This KnowledgeGraphic, based on Brandon Hall Group’s 2016 Training Study, presents an overview of spending priorities for training over the next year.

Leadership Development Strategy: The Ultimate Differentiator

Brandon Hall Group research shows a huge effectiveness gap between leading organizations — those with mature LD strategies that shape and drive business performance — and everyone else. This KnowledgeGraphic, based on survey research conducted in October, illustrates those results. They are significant because they show that all organizations can be more effective with leadership development if they take the time and effort to take a strategic approach that links LD objectives to business objectives.


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:

Prudential Annuities’ Wholesaler Development Program

Business conditions made it difficult for Prudential Annuities’ Senior Field Sales Management team to identify talent within the organization and to fill open external wholesaler positions when they became available. So Prudential rolled out the Wholesaler Development Program, an intensive 24-month talent development program to prepare internal candidates who demonstrate the knowledge, skills and commitment to succeeding in the demanding role of an annuities external wholesaler.

Intel Climbs the Learning Measurement Ladder  

Intel has a long history of robust investments in learning and development. But Intel has struggled to document the output of that beyond the number of classes completed and hours logged. So Intel created a learning measurement model — the Measurement Ladder. By building on Kirkpatrick and Phillips models, it was able to satisfy the traditionalists and their desire for foundational rigor and create a simplified system for demonstrating learning’s impact on business performance.

Increased Sales Through Bite-sized Video Learning at Apparel Group  

The Apparel Group is a retail conglomerate based in United Arab Emirates and holds franchise rights to 60+ brands from across the globe. That created a major challenge to deploy product knowledge to all 8,000 of the Apparel Group’s retail floor team members across Asia, on time, with a limited budget, and produce measurable results. Since products are on shelves for just six to eight weeks, the company needed to ensure that product knowledge was deployed synchronously, across brands and countries. The bite-sized learning concept was used, and animated videos were created to impart new product knowledge on a weekly basis.

New Hires Get Red Carpet Treatment with Passport to Protiviti  

As a growing business, Protiviti hires a large number of experienced professionals each year. It found that it was having issues with integrating these experienced hires into the firm and, as a result, attrition rates in the first year were high. Partnering with Paradigm Learning, the company created a year-long onboarding experience utilizing the Red Carpet onboarding tool, which houses a personalized integration program, and wide range of blended experiences.

Tata Creates Social Channels to Recruit the Digital Native  

With the competition for talent getting more intense on campus every year, TCS created a platform to continuously engage with students in their preferred manner. “Campus Commune,” a gamified, digital-social learning and recruitment ecosystem, creates a digital footprint of students and gives a clear picture of their likes/flair, interest communities, and also existing competencies. This helps TCS make informed choices on campus, rather than relying on a 20-30-minute interview.

FAA’s Video on Drug and Alcohol Compliance Gets Results  

Drug and alcohol violations incur costs to the Federal Aviation Administration and to private businesses, as well as threats to aviation safety. A performance problem was identified through frequent out-of-compliance rates during annual inspections of approximately 1,650 companies, as documented in the FAA’s Compliance and Enforcement Tracking System. So the FAA decided to offer awareness video training for Designated Employer Representatives (DERs) in the private sector that are responsible for their companies’ Drug and Alcohol programs.

SAP Reinvents Talent Sourcing with ‘Sourcification’  

SAP’s goal is to attract the best talent. SAP’s sourcing team sought to disrupt the status quo beginning in late 2014, by building new, centralized sourcing hubs and creating an entirely new idea: sourcification. Beginning in month four of the hubs’ inception, every hub exceeded its hire KPIs, which resulted in 50% more offers on the same number of requisitions.

Driving Sales Results through Blended Learning at IBM

In 2014, IBM Systems introduced five new strategic imperatives: Cloud, Analytics, Mobile, Social, and Security, known as CAMSS. This necessitated IBM sellers to evolve their skill sets from a traditional hardware transaction sale to a solution sale. A comprehensive blended education program was designed to ensure all of its sellers would benefit from the entire learning experience. The result after 18 months was that the program participants had the highest year-over-year growth of all IBM sellers.

Merck’s Tech Innovation Summit Nurtures IT Team Development

Technology is constantly evolving and is a critical component for businesses to leverage for process, product, and service innovation. This is especially true for the healthcare industry. Merck developed the Tech Innovation Summit to bring IT employees together to learn about emerging technologies, explore new applications, and network with colleagues inside and outside of IT across the world. The event has evolved virtually and as a live event, and surveys show the event has increased understanding and collaboration across the company.



Creating a Culture of Learning from the Top Down

One of the keys to success for businesses today is developing a modern learning environment where the organization actually embraces and creates a culture of learning. One of the first places to start developing this culture is at the manager level. When managers are more knowledgeable, it lifts everyone up and pushes employees forward on the development path. David Wentworth, Principal Learning Analyst with Brandon Hall Group, explores the effects managers have on learning and strategies for developing a strong learning culture.

6 Steps to Personalized Learning for Mid-Size and Large Enterprises

As organizations grow, it becomes more difficult to maintain a personalized learning and growth path for all employees. Across the board, experiences tailored to a small group become homogenized and expanded until there is a one-size-fits all feeling to everything. David Wentworth, Principal Learning Analyst with Brandon Hall Group, and Skip Marshall, CTO at Tribridge, discussed the challenges faced by large enterprise organizations and recommend 6 key success factors for overcoming these challenges to personalized learning.


Answers to Questions from Members

One of the best features of membership with Brandon Hall Group is members’ ability to ask questions of the analyst team and get a detailed, research-based answer within 24 hours. Here is a question that was answered last week:

  • HR Trends: How are HR organizations going to change in the next 5 years or so? HR needs to support Y and Z generations, organizations with diverse structure – in part conservative and in part work very agile, similar to startups. What should be the HR structure?  Which HR functions should stay and which better be outsourced? Are there HR functions that need to be added? Are there functions no longer needed (or need a change)?

Research-based Blog

Content: The Once and Future King  

October was quite a busy month for Principal Learning Analyst David Wentworth. It started in Chicago with The HR Technology Conference and ended in Orlando with Masie’s Learning 2016. And for such vastly different events, Wentworth noticed a common recurring theme. For years, technology providers have been hard at work developing slick, modern, intuitive platforms that incorporate features for all kinds of learning: video, informal, social, collaborative, experiential, etc. There has recently been a renewed focus on the user experience as well, as providers try to deliver the same type of technology experiences at work that people are used to at home.
But what goes inside all of these shiny new “experience” platforms? Content. Please click here to read the complete blog.

Rewards and Recognition: On the Minds of Leaders

Daria Friedman, Brandon Hall Group’s Principal Talent Acquisition Analyst, recently co-hosted a webinar with Jeff Birk, Manager of Speaking and Training for O.C. Tanner, on the topic of “How to Influence Great Work and Create a Culture of Success.” The webinar featured (1) real-life recognition and reward stories and counsel from O.C. Tanner; (2) lively Q & A at the end of the presentation; and (3) more than 500 people who registered for the webinar. In this blog, Friedman summarizes some of the questions and answers from the webinar because they reflect what is on the minds of many leaders. Please click here to read the complete blog.

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Mike Cooke



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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.

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