Studies from DDI & Aberdeen Group

Learning and Development:  Arming Front-line and Mid-level Managers to Deliver People and Performance Results

Learning and Development: Arming Front-line and Mid-level Managers

An increasing number of organizations are linking L&D efforts to business metrics.  51% of Best-in-Class organizations attribute changes in profitability and/or revenue directly to L&D initiatives and 59% of those organizations can validate the link through data.  Interested in learning more?  This report looks at what Best-in-Class organizations are doing—the content being provided, the learning delivery methods being used, and the tools and capabilities put in place—to develop their front-line and mid-level managers.  This study contains insights from 529 survey respondents, 189 of which have formal learning and development strategies in place specifically for front-line and mid-level managers.  It is the only study focusing on this particular audience. 

To view some of the findings, click here.

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DDI: Helping Organizations Arm Front-line and Mid-level Management Talent


DDI DerivativeAberdeen conducted an independent study and found that DDI clients are 14% more likely than all other companies to improve front-line and mid-level management performance!  And DDI clients are 44% more likely to see a year-over-year improvement in customer satisfaction!  These are just two findings from this study in which 268 companies with formal Learning and Development (L&D) programs for front-line and/or mid-level managers were surveyed, 33 of which utilized DDI for L&D products and services.  The study shows DDI results against “all others”. 

Read the report here.

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L&D Trends in China: The State of Front-line and Mid-level Manager Development  

L&D Trends in ChinaGiven the unique and rapidly changing market in China, it is no wonder that improving the leadership skills of mid-level and front-line leaders was identified as the top strategy (58%).  How does this track with the rest of the world?  Read the study to learn more.  In this study, 268 companies with formal Learning and Development (L&D) programs for front-line and/or mid-level managers were surveyed, 52 of which were based in China.  This Research Brief looks at the specific efforts that organizations in this rapidly growing region are putting into place to develop their managers – and how this compares to the rest of the world. 

Read the report here.

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L&D Trends in India: The State of Front-line and Mid-level Manager Development 

 
L&D Trends in India89% of the organizations studied in India expect the time and effort they spend on Learning and Development for managers to increase in the next 12 months, and 76% expect their investment levels to increase in the same timeframe.  How does this compare to the rest of the world? Read the study to learn more.  In this study, 268 companies with formal Learning and Development (L&D) programs for front-line and/or mid-level managers were surveyed, 24 of which were based in India.  This Research Brief looks at the specific efforts that organizations in this rapidly growing region are putting into place to develop their managers—and how this compares to the rest of the world.

Read the report here.

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Succession Management: Addressing the Leadership Development Challenge

Succession Management

According to this report, succession management is on the rise. In Aberdeen’s 2007 study on succession, 44% of organizations surveyed had formal succession initiatives in place. In 2008, 52% of all organizations are currently pursuing formal succession initiatives.

This represents an 18% year-over-year increase. Taking into account the nearly 20% of companies that plan to implement such a program in the next year, Aberdeen anticipates that nearly three-fourths of all organizations will have a formal succession management strategy in place by the end of 2009. 

Read the report here. 

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HR Executive's Agenda

The 2009 HR Executive's Agenda

In the HR Executive's Agenda, Aberdeen asked about the impact of economy on human capital management. Among all respondents, 60% foresee the importance of human capital management will increase in 2009, but only 27% expect budget (non-personnel) to increase in the next fiscal year. However, among best-in-class companies, 42% expect a budgetary increase for human capital management processes, programs and technology in 2009, and best-in-class companies are 55% more likely than all other organizations to anticipate a budgetary increase in 2009.

Read the report here.

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