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Rosamaria Sarno,
training and HR editor of Harvard Business Review Italia,
interviews Emanuele Castellani,
CEO of Cegos Italia
and a member of the Group Committee of Cegos SA.
The Cegos Group
is presenting the findings of its annual survey
on management training;
more than 2500 participants on training courses and 600 HR/Training Managers were contacted,
in Italy, France, Spain, Portugal, the UK and Germany.
The initial findings showed that
classroom training
continues to be the most widely used method;
and use of blended training is growing significantly.
The most widely used
training methods at European level are:
direct classroom attendance (87%),
online training (50%),
blended training (46%),
one-to-one training (44%).
There has been a strong increase
in blended training (36% in 2015)
and one-to-one methods
(tutoring and coaching)
(38% in 2015).
Where does Italy stand in this scenario?
The situation in Italy
matches the situation in Europe.
Classroom training
leads the way (90%);
in second place
is blended training,
which is growing even faster
than the European average (52%).
How do you interpret
these initial results?
The strong impact
of digitalisation
on society
is also felt
in training:
this explains
the strong growth
in blended training.
Blended training combines
direct attendance
and improves it
with digital methods,
to create solutions
that are efficient and effective.
To what extent
do the various training methods
meet participants' expectations?
The level
of participant satisfaction
is consistent with
the satisfaction level of HR/Training managers.
We asked the participants
to express their level of satisfaction
with regard to participation on training courses.
The answers
"very satisfied+fairly satisfied"
accounted for more than 90% of the answers.
So there is a high level of satisfaction
for all four training methods;
the level of satisfaction with blended training
is very close to satisifaction with classroom training.
To guarantee
a high level of satisfaction,
the most important thing
is to correctly identify
the most suitable training method
for the specific objectives;
In a corporate environment,
digital tools
also have an impact on training.
The survey findings
confirm this.
Digital transformation
has a strong impact on society
and so cannot
not have an impact on training.
We asked the managers
if the digitalisation process
can be seen in corporate training.
90% of the managers we interviewed
agreed that
corporate training
is becoming digitalised
(compared with 76% in 2015).
Only 1% of the sample
did not recognise
this transformation.
What concrete definition
would you give
to digital learning?
There is a lot of talk
about the digitalisation of training
but a precise definition
doesn't spring to mind immediately.
Digitalisation in training
involves a number of hot topics:
the role of classroom training and the tutor,
the value of gamification,
the impact of MOOCs.
What do HR/Training managers
mean by
"digitalisation in training"
(2 values may be indicated):
developing online training (44%),
eliminating paper-based tools (35%),
use of digital devices
during training (34%).
And where does Italy
come
in this area?
Italy too
is equally aware
of the significance of
the current digitalisation process.
In fact, the figures
clearly reflect a number of benefits
associated with digital learning.
According to the interviewees, digitalised training
is first of all a way to:
ensure that participants have access to the same content (41%),
facilitate learning with collaborative tools (36%).
There is an emphasis
on the "democratisation of learning":
providing easy and efficient access
to resources for a number of people.
Compared with the European data,
in Italy greater importance
is attached to the role of digitalisation
as a way to optimise
investment in training (39%).
In other countries,
significantly lower importance is given
to lower costs.
So far we have talked
about training
from the supply side.
Another important question
that emerges from the survey
is the role each participant
plays in
their own development path.
This is a vital question.
The need to progress
is intrinsic to human nature;
so we can legitimately expect
participants to play
a proactive, self-aware role,
and the survey findings
point in this direction.
Having said that,
a positive trend can be observed.
94% of the participants we interviewed
regard themselves as absolutely or fairly
responsible for their own
skills development path.
According to the participants,
the most effective skills development methods are:
targeted direct-attendance training (28%);
on-the-job training (24%);
short online courses (16%);
the support of their manager (15%);
discussion with colleagues (11%);
social platforms (11%).
Remember that these factors
were listed
as possible alternatives
to other methods
(field mentoring or use of specific documentation).
Despite everything
direct attendance
is the preferred method.
The survey
shows a high level of awareness
among participants
at European level,
but the figures in Italy
are lower.
At European level,
63% of participants
play a proactive role
in the choice of training;
for the remaining 37%
the training method is imposed.
In Italy,
the percentage is still a majority (54%)
although it's significantly lower.
The figures are still positive
but it would be nice
if the figures for Italy
were aligned with the figures for Europe.
To sum up
the 5 main issues that emerged:
1) great changes are taking place in training
reflecting the changes in society.
2) Traditional methods
cohabit with the new solutions
offered by digital transformation.
3) Increasingly, planning
is guided
by the value of training projects.
During planning,
it is important to have full control
of the various training methods
to ensure that training
meets participants' expectations and objectives.
4) Strong consistency
between the training solutions offered
and the requirements of participants.
Companies and participants
appear to be moving
in the same direction.
5) People have a greater understanding
of the importance of growing their skills
and play an increasingly proactive role
in their growth.