What makes a great training organization

Introduction

Background: For over a decade, Training Industry, Inc. has surveyed learning leaders from a variety of industries to identify the process capabilities and practices that define great training organizations. Over 2,500 learning leaders from more than 2,000 organizations across the globe have contributed their expert opinions. The current study continues this research.

Purpose: To investigate the processes and practices that define great training organizations.

For the purpose of this survey, a "client" refers to an internal or external customer or consumer of training and development services.

Our Promise: As always, Training Industry, Inc. keeps individual survey data confidential. To thank you for your participation, you will receive a benchmark report, summarizing survey findings.

Training Process Capabilities

Question Title

* 1. How important is each of the following process capabilities in making a great training organization?

	Not important	Somewhat important	Important	Critical
Diagnostics (identifying causes of problems and making recommendations)	Diagnostics (identifying causes of problems and making recommendations) Not important	Diagnostics (identifying causes of problems and making recommendations) Somewhat important	Diagnostics (identifying causes of problems and making recommendations) Important	Diagnostics (identifying causes of problems and making recommendations) Critical
Reporting and Analysis (defining business metrics and reporting the data to make business improvements)	Reporting and Analysis (defining business metrics and reporting the data to make business improvements) Not important	Reporting and Analysis (defining business metrics and reporting the data to make business improvements) Somewhat important	Reporting and Analysis (defining business metrics and reporting the data to make business improvements) Important	Reporting and Analysis (defining business metrics and reporting the data to make business improvements) Critical
Content Development (assessing, designing, managing and maintaining content)	Content Development (assessing, designing, managing and maintaining content) Not important	Content Development (assessing, designing, managing and maintaining content) Somewhat important	Content Development (assessing, designing, managing and maintaining content) Important	Content Development (assessing, designing, managing and maintaining content) Critical
Administrative Services (scheduling, registering and maintaining technology and other support functions)	Administrative Services (scheduling, registering and maintaining technology and other support functions) Not important	Administrative Services (scheduling, registering and maintaining technology and other support functions) Somewhat important	Administrative Services (scheduling, registering and maintaining technology and other support functions) Important	Administrative Services (scheduling, registering and maintaining technology and other support functions) Critical
Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs)	Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs) Not important	Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs) Somewhat important	Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs) Important	Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs) Critical
Delivery (managing a network of instructors and delivering content using multiple modalities)	Delivery (managing a network of instructors and delivering content using multiple modalities) Not important	Delivery (managing a network of instructors and delivering content using multiple modalities) Somewhat important	Delivery (managing a network of instructors and delivering content using multiple modalities) Important	Delivery (managing a network of instructors and delivering content using multiple modalities) Critical
Technology Integration (integrating learning technologies with each other or with other corporate applications)	Technology Integration (integrating learning technologies with each other or with other corporate applications) Not important	Technology Integration (integrating learning technologies with each other or with other corporate applications) Somewhat important	Technology Integration (integrating learning technologies with each other or with other corporate applications) Important	Technology Integration (integrating learning technologies with each other or with other corporate applications) Critical
Strategic Alignment (designing learning programs that align with business objectives)	Strategic Alignment (designing learning programs that align with business objectives) Not important	Strategic Alignment (designing learning programs that align with business objectives) Somewhat important	Strategic Alignment (designing learning programs that align with business objectives) Important	Strategic Alignment (designing learning programs that align with business objectives) Critical

Which one process capability is MOST critical and why?

Training Organization Performance

Question Title

* 2. How important is it for a great training organization to perform each of the following Diagnostics practices well?

	Not Important	Slightly Important	Somewhat Important	Moderately Important	Very Important
Project budget requirements across training timeline	Project budget requirements across training timeline Not Important	Project budget requirements across training timeline Slightly Important	Project budget requirements across training timeline Somewhat Important	Project budget requirements across training timeline Moderately Important	Project budget requirements across training timeline Very Important
Leverage experience addressing other clients' problems	Leverage experience addressing other clients' problems Not Important	Leverage experience addressing other clients' problems Slightly Important	Leverage experience addressing other clients' problems Somewhat Important	Leverage experience addressing other clients' problems Moderately Important	Leverage experience addressing other clients' problems Very Important
Collect data from a variety of sources and levels within the organization	Collect data from a variety of sources and levels within the organization Not Important	Collect data from a variety of sources and levels within the organization Slightly Important	Collect data from a variety of sources and levels within the organization Somewhat Important	Collect data from a variety of sources and levels within the organization Moderately Important	Collect data from a variety of sources and levels within the organization Very Important
Forecast future training needs	Forecast future training needs Not Important	Forecast future training needs Slightly Important	Forecast future training needs Somewhat Important	Forecast future training needs Moderately Important	Forecast future training needs Very Important
Listen to uncover real business problems and needs	Listen to uncover real business problems and needs Not Important	Listen to uncover real business problems and needs Slightly Important	Listen to uncover real business problems and needs Somewhat Important	Listen to uncover real business problems and needs Moderately Important	Listen to uncover real business problems and needs Very Important
Collect data using a variety of approaches (e.g., surveys, interviews, focus groups)	Collect data using a variety of approaches (e.g., surveys, interviews, focus groups) Not Important	Collect data using a variety of approaches (e.g., surveys, interviews, focus groups) Slightly Important	Collect data using a variety of approaches (e.g., surveys, interviews, focus groups) Somewhat Important	Collect data using a variety of approaches (e.g., surveys, interviews, focus groups) Moderately Important	Collect data using a variety of approaches (e.g., surveys, interviews, focus groups) Very Important
Identify competency gaps	Identify competency gaps Not Important	Identify competency gaps Slightly Important	Identify competency gaps Somewhat Important	Identify competency gaps Moderately Important	Identify competency gaps Very Important
Conduct a systematic analysis to develop a plan	Conduct a systematic analysis to develop a plan Not Important	Conduct a systematic analysis to develop a plan Slightly Important	Conduct a systematic analysis to develop a plan Somewhat Important	Conduct a systematic analysis to develop a plan Moderately Important	Conduct a systematic analysis to develop a plan Very Important
Recommend a variety of solutions beyond training, when relevant	Recommend a variety of solutions beyond training, when relevant Not Important	Recommend a variety of solutions beyond training, when relevant Slightly Important	Recommend a variety of solutions beyond training, when relevant Somewhat Important	Recommend a variety of solutions beyond training, when relevant Moderately Important	Recommend a variety of solutions beyond training, when relevant Very Important
Gather information to understand the environment in which training is provided (e.g., culture, norms)	Gather information to understand the environment in which training is provided (e.g., culture, norms) Not Important	Gather information to understand the environment in which training is provided (e.g., culture, norms) Slightly Important	Gather information to understand the environment in which training is provided (e.g., culture, norms) Somewhat Important	Gather information to understand the environment in which training is provided (e.g., culture, norms) Moderately Important	Gather information to understand the environment in which training is provided (e.g., culture, norms) Very Important

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* 3. How important is it for a great training organization to perform each of the following Strategic Alignment practices well?

	Not Important	Slightly Important	Somewhat Important	Moderately Important	Very Important
Ensure stakeholder buy-in	Ensure stakeholder buy-in Not Important	Ensure stakeholder buy-in Slightly Important	Ensure stakeholder buy-in Somewhat Important	Ensure stakeholder buy-in Moderately Important	Ensure stakeholder buy-in Very Important
Establish agreed-upon business objectives	Establish agreed-upon business objectives Not Important	Establish agreed-upon business objectives Slightly Important	Establish agreed-upon business objectives Somewhat Important	Establish agreed-upon business objectives Moderately Important	Establish agreed-upon business objectives Very Important
Adapt training to the organization's unique business or culture	Adapt training to the organization's unique business or culture Not Important	Adapt training to the organization's unique business or culture Slightly Important	Adapt training to the organization's unique business or culture Somewhat Important	Adapt training to the organization's unique business or culture Moderately Important	Adapt training to the organization's unique business or culture Very Important
Define performance success metrics	Define performance success metrics Not Important	Define performance success metrics Slightly Important	Define performance success metrics Somewhat Important	Define performance success metrics Moderately Important	Define performance success metrics Very Important
Customize training to meet organization's needs	Customize training to meet organization's needs Not Important	Customize training to meet organization's needs Slightly Important	Customize training to meet organization's needs Somewhat Important	Customize training to meet organization's needs Moderately Important	Customize training to meet organization's needs Very Important
Plan for training transfer and sustainment	Plan for training transfer and sustainment Not Important	Plan for training transfer and sustainment Slightly Important	Plan for training transfer and sustainment Somewhat Important	Plan for training transfer and sustainment Moderately Important	Plan for training transfer and sustainment Very Important
Align training with overall talent management strategy and systems (e.g., rewards system, selection)	Align training with overall talent management strategy and systems (e.g., rewards system, selection) Not Important	Align training with overall talent management strategy and systems (e.g., rewards system, selection) Slightly Important	Align training with overall talent management strategy and systems (e.g., rewards system, selection) Somewhat Important	Align training with overall talent management strategy and systems (e.g., rewards system, selection) Moderately Important	Align training with overall talent management strategy and systems (e.g., rewards system, selection) Very Important
Develop consultative partnerships with clients	Develop consultative partnerships with clients Not Important	Develop consultative partnerships with clients Slightly Important	Develop consultative partnerships with clients Somewhat Important	Develop consultative partnerships with clients Moderately Important	Develop consultative partnerships with clients Very Important

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* 4. How important is it for a great training organization to perform each of the following Portfolio Management practices well?

	Not Important	Slightly Important	Somewhat Important	Moderately Important	Very Important
Add new material and refresh older material	Add new material and refresh older material Not Important	Add new material and refresh older material Slightly Important	Add new material and refresh older material Somewhat Important	Add new material and refresh older material Moderately Important	Add new material and refresh older material Very Important
Use a variety of methods or tools (e.g., online, in-person, blended)	Use a variety of methods or tools (e.g., online, in-person, blended) Not Important	Use a variety of methods or tools (e.g., online, in-person, blended) Slightly Important	Use a variety of methods or tools (e.g., online, in-person, blended) Somewhat Important	Use a variety of methods or tools (e.g., online, in-person, blended) Moderately Important	Use a variety of methods or tools (e.g., online, in-person, blended) Very Important
Provide certified or accredited courses	Provide certified or accredited courses Not Important	Provide certified or accredited courses Slightly Important	Provide certified or accredited courses Somewhat Important	Provide certified or accredited courses Moderately Important	Provide certified or accredited courses Very Important
Offer a wide range of course topics	Offer a wide range of course topics Not Important	Offer a wide range of course topics Slightly Important	Offer a wide range of course topics Somewhat Important	Offer a wide range of course topics Moderately Important	Offer a wide range of course topics Very Important
Establish specialty areas of deep subject matter expertise	Establish specialty areas of deep subject matter expertise Not Important	Establish specialty areas of deep subject matter expertise Slightly Important	Establish specialty areas of deep subject matter expertise Somewhat Important	Establish specialty areas of deep subject matter expertise Moderately Important	Establish specialty areas of deep subject matter expertise Very Important
Retire courses as they are no longer needed	Retire courses as they are no longer needed Not Important	Retire courses as they are no longer needed Slightly Important	Retire courses as they are no longer needed Somewhat Important	Retire courses as they are no longer needed Moderately Important	Retire courses as they are no longer needed Very Important

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* 5. How important is it that a great training organization do each of the following Content Development practices well?

	Not Important	Slightly Important	Somewhat Important	Moderately Important	Very Important
Use creativity or innovation in design (e.g., with new technologies)	Use creativity or innovation in design (e.g., with new technologies) Not Important	Use creativity or innovation in design (e.g., with new technologies) Slightly Important	Use creativity or innovation in design (e.g., with new technologies) Somewhat Important	Use creativity or innovation in design (e.g., with new technologies) Moderately Important	Use creativity or innovation in design (e.g., with new technologies) Very Important
Involve subject matter experts or thought leaders	Involve subject matter experts or thought leaders Not Important	Involve subject matter experts or thought leaders Slightly Important	Involve subject matter experts or thought leaders Somewhat Important	Involve subject matter experts or thought leaders Moderately Important	Involve subject matter experts or thought leaders Very Important
Use industry, company or job-relevant examples	Use industry, company or job-relevant examples Not Important	Use industry, company or job-relevant examples Slightly Important	Use industry, company or job-relevant examples Somewhat Important	Use industry, company or job-relevant examples Moderately Important	Use industry, company or job-relevant examples Very Important
Incorporate experiential learning activities	Incorporate experiential learning activities Not Important	Incorporate experiential learning activities Slightly Important	Incorporate experiential learning activities Somewhat Important	Incorporate experiential learning activities Moderately Important	Incorporate experiential learning activities Very Important
Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises)	Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises) Not Important	Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises) Slightly Important	Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises) Somewhat Important	Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises) Moderately Important	Include pre-training activities in design (e.g., prerequisite reading materials, preparatory exercises) Very Important
Make course materials available to clients for future updates	Make course materials available to clients for future updates Not Important	Make course materials available to clients for future updates Slightly Important	Make course materials available to clients for future updates Somewhat Important	Make course materials available to clients for future updates Moderately Important	Make course materials available to clients for future updates Very Important
Use research-based or reliable information	Use research-based or reliable information Not Important	Use research-based or reliable information Slightly Important	Use research-based or reliable information Somewhat Important	Use research-based or reliable information Moderately Important	Use research-based or reliable information Very Important
Use blended methods to accommodate multiple learning preferences	Use blended methods to accommodate multiple learning preferences Not Important	Use blended methods to accommodate multiple learning preferences Slightly Important	Use blended methods to accommodate multiple learning preferences Somewhat Important	Use blended methods to accommodate multiple learning preferences Moderately Important	Use blended methods to accommodate multiple learning preferences Very Important
Make training engaging and interactive (e.g., role plays)	Make training engaging and interactive (e.g., role plays) Not Important	Make training engaging and interactive (e.g., role plays) Slightly Important	Make training engaging and interactive (e.g., role plays) Somewhat Important	Make training engaging and interactive (e.g., role plays) Moderately Important	Make training engaging and interactive (e.g., role plays) Very Important
Include post-training activities in design (e.g., job aids, reinforcement sessions)	Include post-training activities in design (e.g., job aids, reinforcement sessions) Not Important	Include post-training activities in design (e.g., job aids, reinforcement sessions) Slightly Important	Include post-training activities in design (e.g., job aids, reinforcement sessions) Somewhat Important	Include post-training activities in design (e.g., job aids, reinforcement sessions) Moderately Important	Include post-training activities in design (e.g., job aids, reinforcement sessions) Very Important
Identify opportunities to repurpose content	Identify opportunities to repurpose content Not Important	Identify opportunities to repurpose content Slightly Important	Identify opportunities to repurpose content Somewhat Important	Identify opportunities to repurpose content Moderately Important	Identify opportunities to repurpose content Very Important
Leverage post-training feedback to improve content	Leverage post-training feedback to improve content Not Important	Leverage post-training feedback to improve content Slightly Important	Leverage post-training feedback to improve content Somewhat Important	Leverage post-training feedback to improve content Moderately Important	Leverage post-training feedback to improve content Very Important
Create easy-to-use support materials (e.g., videos, manuals)	Create easy-to-use support materials (e.g., videos, manuals) Not Important	Create easy-to-use support materials (e.g., videos, manuals) Slightly Important	Create easy-to-use support materials (e.g., videos, manuals) Somewhat Important	Create easy-to-use support materials (e.g., videos, manuals) Moderately Important	Create easy-to-use support materials (e.g., videos, manuals) Very Important

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* 6. How important is it for a great training organization to perform each of the following Delivery practices well?

	Not Important	Slight Important	Somewhat Important	Moderately Important	Very Important
Scale as needs grow	Scale as needs grow Not Important	Scale as needs grow Slight Important	Scale as needs grow Somewhat Important	Scale as needs grow Moderately Important	Scale as needs grow Very Important
Incorporate informal learning opportunities (e.g., coaching, user-generated content)	Incorporate informal learning opportunities (e.g., coaching, user-generated content) Not Important	Incorporate informal learning opportunities (e.g., coaching, user-generated content) Slight Important	Incorporate informal learning opportunities (e.g., coaching, user-generated content) Somewhat Important	Incorporate informal learning opportunities (e.g., coaching, user-generated content) Moderately Important	Incorporate informal learning opportunities (e.g., coaching, user-generated content) Very Important
Present courses in different languages	Present courses in different languages Not Important	Present courses in different languages Slight Important	Present courses in different languages Somewhat Important	Present courses in different languages Moderately Important	Present courses in different languages Very Important
Make training accessible at convenient times	Make training accessible at convenient times Not Important	Make training accessible at convenient times Slight Important	Make training accessible at convenient times Somewhat Important	Make training accessible at convenient times Moderately Important	Make training accessible at convenient times Very Important
Use knowledgeable or expert instructors	Use knowledgeable or expert instructors Not Important	Use knowledgeable or expert instructors Slight Important	Use knowledgeable or expert instructors Somewhat Important	Use knowledgeable or expert instructors Moderately Important	Use knowledgeable or expert instructors Very Important
Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended)	Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended) Not Important	Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended) Slight Important	Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended) Somewhat Important	Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended) Moderately Important	Make courses available using a variety of methods (e.g., instructor-led, online self-study, virtual classroom, mobile, blended) Very Important
Provide training in locations convenient for learners	Provide training in locations convenient for learners Not Important	Provide training in locations convenient for learners Slight Important	Provide training in locations convenient for learners Somewhat Important	Provide training in locations convenient for learners Moderately Important	Provide training in locations convenient for learners Very Important
Use instructors with great facilitation and presentation skills	Use instructors with great facilitation and presentation skills Not Important	Use instructors with great facilitation and presentation skills Slight Important	Use instructors with great facilitation and presentation skills Somewhat Important	Use instructors with great facilitation and presentation skills Moderately Important	Use instructors with great facilitation and presentation skills Very Important
Make training available at the time of learner need	Make training available at the time of learner need Not Important	Make training available at the time of learner need Slight Important	Make training available at the time of learner need Somewhat Important	Make training available at the time of learner need Moderately Important	Make training available at the time of learner need Very Important

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* 7. How important is it for a great training organization to perform each of the following Technology Integration practices well?

	Not Important	Slightly Important	Somewhat Important	Moderately Important	Very Important
Use consultative skills to develop an integration plan	Use consultative skills to develop an integration plan Not Important	Use consultative skills to develop an integration plan Slightly Important	Use consultative skills to develop an integration plan Somewhat Important	Use consultative skills to develop an integration plan Moderately Important	Use consultative skills to develop an integration plan Very Important
Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems)	Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems) Not Important	Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems) Slightly Important	Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems) Somewhat Important	Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems) Moderately Important	Interface with corporate-wide systems (e.g., HR, procurement and/or performance management systems) Very Important
Enable content to work with multiple learning technologies	Enable content to work with multiple learning technologies Not Important	Enable content to work with multiple learning technologies Slightly Important	Enable content to work with multiple learning technologies Somewhat Important	Enable content to work with multiple learning technologies Moderately Important	Enable content to work with multiple learning technologies Very Important
Use different types of learning technologies (e.g., administrative, authoring and delivery)	Use different types of learning technologies (e.g., administrative, authoring and delivery) Not Important	Use different types of learning technologies (e.g., administrative, authoring and delivery) Slightly Important	Use different types of learning technologies (e.g., administrative, authoring and delivery) Somewhat Important	Use different types of learning technologies (e.g., administrative, authoring and delivery) Moderately Important	Use different types of learning technologies (e.g., administrative, authoring and delivery) Very Important
Communicate with IT staff	Communicate with IT staff Not Important	Communicate with IT staff Slightly Important	Communicate with IT staff Somewhat Important	Communicate with IT staff Moderately Important	Communicate with IT staff Very Important
Update integration as new technologies emerge	Update integration as new technologies emerge Not Important	Update integration as new technologies emerge Slightly Important	Update integration as new technologies emerge Somewhat Important	Update integration as new technologies emerge Moderately Important	Update integration as new technologies emerge Very Important

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* 8. How important is it for a great training organization to perform each of the following Administrative Services practices well?

	Not Important	Slightly Important	Somewhat Important	Moderately Important	Very Important
Track test results or other learning outcomes	Track test results or other learning outcomes Not Important	Track test results or other learning outcomes Slightly Important	Track test results or other learning outcomes Somewhat Important	Track test results or other learning outcomes Moderately Important	Track test results or other learning outcomes Very Important
Track individual skills, competencies and development plans	Track individual skills, competencies and development plans Not Important	Track individual skills, competencies and development plans Slightly Important	Track individual skills, competencies and development plans Somewhat Important	Track individual skills, competencies and development plans Moderately Important	Track individual skills, competencies and development plans Very Important
Track course completions	Track course completions Not Important	Track course completions Slightly Important	Track course completions Somewhat Important	Track course completions Moderately Important	Track course completions Very Important
Track and reimburse tuition expenses	Track and reimburse tuition expenses Not Important	Track and reimburse tuition expenses Slightly Important	Track and reimburse tuition expenses Somewhat Important	Track and reimburse tuition expenses Moderately Important	Track and reimburse tuition expenses Very Important
Schedule instructors, course materials and facilities	Schedule instructors, course materials and facilities Not Important	Schedule instructors, course materials and facilities Slightly Important	Schedule instructors, course materials and facilities Somewhat Important	Schedule instructors, course materials and facilities Moderately Important	Schedule instructors, course materials and facilities Very Important
Manage other vendors or outsource processes	Manage other vendors or outsource processes Not Important	Manage other vendors or outsource processes Slightly Important	Manage other vendors or outsource processes Somewhat Important	Manage other vendors or outsource processes Moderately Important	Manage other vendors or outsource processes Very Important
Track badging (e.g., certification expiration, compliance)	Track badging (e.g., certification expiration, compliance) Not Important	Track badging (e.g., certification expiration, compliance) Slightly Important	Track badging (e.g., certification expiration, compliance) Somewhat Important	Track badging (e.g., certification expiration, compliance) Moderately Important	Track badging (e.g., certification expiration, compliance) Very Important
Register learners into courses	Register learners into courses Not Important	Register learners into courses Slightly Important	Register learners into courses Somewhat Important	Register learners into courses Moderately Important	Register learners into courses Very Important

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* 9. How important is it for a great training organization to perform each of the following Reporting and Analysis practices well?

	Not Important	Slight Important	Somewhat Important	Moderately Important	Very Important
Collect course feedback from learners, managers, instructors and other relevant parties	Collect course feedback from learners, managers, instructors and other relevant parties Not Important	Collect course feedback from learners, managers, instructors and other relevant parties Slight Important	Collect course feedback from learners, managers, instructors and other relevant parties Somewhat Important	Collect course feedback from learners, managers, instructors and other relevant parties Moderately Important	Collect course feedback from learners, managers, instructors and other relevant parties Very Important
Develop meaningful dashboards or reports	Develop meaningful dashboards or reports Not Important	Develop meaningful dashboards or reports Slight Important	Develop meaningful dashboards or reports Somewhat Important	Develop meaningful dashboards or reports Moderately Important	Develop meaningful dashboards or reports Very Important
Establish a data evaluation plan	Establish a data evaluation plan Not Important	Establish a data evaluation plan Slight Important	Establish a data evaluation plan Somewhat Important	Establish a data evaluation plan Moderately Important	Establish a data evaluation plan Very Important
Assess or measure learning outcomes	Assess or measure learning outcomes Not Important	Assess or measure learning outcomes Slight Important	Assess or measure learning outcomes Somewhat Important	Assess or measure learning outcomes Moderately Important	Assess or measure learning outcomes Very Important
Assess or measure business outcomes	Assess or measure business outcomes Not Important	Assess or measure business outcomes Slight Important	Assess or measure business outcomes Somewhat Important	Assess or measure business outcomes Moderately Important	Assess or measure business outcomes Very Important
Manage data from multiple sources	Manage data from multiple sources Not Important	Manage data from multiple sources Slight Important	Manage data from multiple sources Somewhat Important	Manage data from multiple sources Moderately Important	Manage data from multiple sources Very Important
Collect cost data (direct and indirect)	Collect cost data (direct and indirect) Not Important	Collect cost data (direct and indirect) Slight Important	Collect cost data (direct and indirect) Somewhat Important	Collect cost data (direct and indirect) Moderately Important	Collect cost data (direct and indirect) Very Important
Assess or measure application or use on the job	Assess or measure application or use on the job Not Important	Assess or measure application or use on the job Slight Important	Assess or measure application or use on the job Somewhat Important	Assess or measure application or use on the job Moderately Important	Assess or measure application or use on the job Very Important

Demographics

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* 10. Which of the following best describes the structure of your training organization?

Decentralized: Business units manage most of their own learning needs with very little central control or coordination of learning activities

Federated: A central group establishes common standards, practices and content; training delivery is managed locally within business units

Centralized: One department has strong control over all aspects of training throughout the organization

Unsure

Other (please specify)

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* 11. Has your organization undergone a merger or acquisition in the last three years?

Yes

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* 12. For which group does the training organization you represent provide the vast majority of your learning services?

External clients who purchase your company's training-related products/services

Employees and/or others who work for your company or organization

Customers of your company's non-training-related products and/or services

Students in your university/college

Channel partners of your company or organization

Unsure

Other (please specify)

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* 13. For which of the following services does your organization currently use external resources? Select all that apply.

Reporting and Analysis (defining business metrics and reporting the data to make business improvements)

Administrative Services (scheduling, registering and maintaining technology and other support functions)

Delivery (managing a network of instructors and delivering content using multiple modalities)

Portfolio Management (managing, rationalizing, maintaining and updating large portfolios of programs)

Content Development (assessing, designing, managing and maintaining content)

Strategic Alignment (designing learning programs that align with business objectives)

Diagnostics (identifying causes of problems and making recommendations)

Technology Integration (integrating learning technologies with each other or other corporate applications)

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* 14. Please estimate the number of learners supported by your training organization. If you are unsure, please leave this answer blank.

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* 15. Please estimate the number of L&D professionals employed by your organization. If you are unsure, please leave this answer blank.

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* 16. Please rate you agreement with the following statements regarding the executive leadership at your organization:

	Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
My executive leadership understands the value of learning and development.	My executive leadership understands the value of learning and development. Strongly disagree	My executive leadership understands the value of learning and development. Disagree	My executive leadership understands the value of learning and development. Neither agree nor disagree	My executive leadership understands the value of learning and development. Agree	My executive leadership understands the value of learning and development. Strongly agree
My executive leadership sees learning and development as a "necessary evil."	My executive leadership sees learning and development as a "necessary evil." Strongly disagree	My executive leadership sees learning and development as a "necessary evil." Disagree	My executive leadership sees learning and development as a "necessary evil." Neither agree nor disagree	My executive leadership sees learning and development as a "necessary evil." Agree	My executive leadership sees learning and development as a "necessary evil." Strongly agree
My executive leadership is willing to invest resources into learning and development initiatives.	My executive leadership is willing to invest resources into learning and development initiatives. Strongly disagree	My executive leadership is willing to invest resources into learning and development initiatives. Disagree	My executive leadership is willing to invest resources into learning and development initiatives. Neither agree nor disagree	My executive leadership is willing to invest resources into learning and development initiatives. Agree	My executive leadership is willing to invest resources into learning and development initiatives. Strongly agree
I have the budget I need to accomplish necessary learning and development initiatives.	I have the budget I need to accomplish necessary learning and development initiatives. Strongly disagree	I have the budget I need to accomplish necessary learning and development initiatives. Disagree	I have the budget I need to accomplish necessary learning and development initiatives. Neither agree nor disagree	I have the budget I need to accomplish necessary learning and development initiatives. Agree	I have the budget I need to accomplish necessary learning and development initiatives. Strongly agree

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* 17. When compared to the last five years, how would you rate your company's current performance?

	All-time low	Worse	Same	Better	All-time high	N/A
Revenue growth	Revenue growth All-time low	Revenue growth Worse	Revenue growth Same	Revenue growth Better	Revenue growth All-time high	Revenue growth N/A
Market share	Market share All-time low	Market share Worse	Market share Same	Market share Better	Market share All-time high	Market share N/A
Profitability	Profitability All-time low	Profitability Worse	Profitability Same	Profitability Better	Profitability All-time high	Profitability N/A
Sales target/quota attainment	Sales target/quota attainment All-time low	Sales target/quota attainment Worse	Sales target/quota attainment Same	Sales target/quota attainment Better	Sales target/quota attainment All-time high	Sales target/quota attainment N/A
Customer satisfaction	Customer satisfaction All-time low	Customer satisfaction Worse	Customer satisfaction Same	Customer satisfaction Better	Customer satisfaction All-time high	Customer satisfaction N/A
Employee satisfaction	Employee satisfaction All-time low	Employee satisfaction Worse	Employee satisfaction Same	Employee satisfaction Better	Employee satisfaction All-time high	Employee satisfaction N/A

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* 18. In your estimation, what percentage of your 2018 training budget was spent on external training services (i.e., vendors)? Please enter a whole number between 0 and 100. If you are unsure, please leave this answer blank.

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* 19. Please select the appropriate department and title that best describe your role within your company.

	Department	Title
Your role:	Your role: Department menu	Your role: Title menu

Other (please specify)

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* 20. Please select the appropriate employee size range and industry that best describes your entire company or organization (not just the training organization you represent).

	Number of Employees	Industry	Estimated Annual Revenue
Your Entire Company or Organization	Your Entire Company or Organization Number of Employees menu	Your Entire Company or Organization Industry menu	Your Entire Company or Organization Estimated Annual Revenue menu

Other (please specify)

Question Title

* 21. Please complete the following if you would like to receive an executive summary of the results at the conclusion of this project. Training Industry, Inc. keeps this information strictly confidential.

Name

Company

Email Address