There are currently seven training trends impacting training suppliers, training managers and learners.

Shorter, Fewer, Cheaper

Because of the economy, many organizations started cutting back on their training budget a few years ago. Even now that it’s going better, the key words when buying training programs are often shorter (because the employee cannot be absent from the workplace for too long), fewer and cheaper. Suppliers must deal with procurement more often, and the decision-making process at training organizations is taking longer.

Popular Topics: Sales, Coaching and Addressing Others

In the range of popular training topics, there are a few that stand out. First is sales, where the rule is the more specific, the better. Combinations of sales and sector or sales and professional group (acquisition for lawyers, pitching in the ICT, etc.) are doing well. The second popular theme is coaching. Even though it appeared that the peak of coaching literature was behind us, several suppliers mention that leadership coaching remains popular. Finally, a lot of clients are telling training suppliers, “We’re not really used to addressing each other’s behavior or (dis)functioning here, and that should change.” In cultural programs, there is often a considerable training module that involves “practicing with addressing each other.”

Quality Is not Enough

Established training companies often have warm contacts and historical contracts with their clients, both for open enrollment and in-company projects. These clients, however, are becoming more demanding, and they are switching more easily. In the corporate world most of all, positive references, memberships to business associations and quality seals have almost become like hygienic standards for the offering of large training projects and a position as preferred supplier. L&D managers are telling suppliers, “I want to keep doing business with you, but if you’re not the cheapest option, give me another specific unique selling proposition (USP) to justify my choice.” Or, as the owner of a large and successful supplier told me, “Just a good training is not enough anymore.”

Participating in Academies Through Customer Intimacy

Medium-sized and large organizations have their own academies with specific programs in topics like talent and management development, career paths, and competence development. These clients want suppliers to work with them intimately. This relationship requires a thorough investigation into the client, its customers and environment, its people, and their positions and corresponding roles. Something seemingly generic like “performance reviewing” or “giving feedback” can then be taught within that context.

Triggering Questions About Yield

Clients want value for money, and the adage “to measure is to know” is still valid. Through competence scores, baseline tests and 360-degree feedback, training buyers are searching for ways to quantify progress. Even though it’s really “soft” sometimes, it is more than the traditional “certificate of attendance.” HR managers really light up when I mention objective communication skill scores.

Next to measuring and observing, yield is a theme as well. What can you really expect from a day off-site? And what can Ericsson’s theory of 10,000 hours tell us about learning how to negotiate, influence or establish contacts?

The Organization as Facilitator of Learning Communities

A soft skill level (like an effective process intervention or opening question) is difficult to substantiate, in the first place because it should be personal and authentic. This makes it all the more interesting when you receive feedback from multiple sides – from specialists, but also from other participants and colleagues. It fits the modern tendency to use the “wisdom of crowds.” Some training suppliers are moving from being a specialist to being a facilitator of learning communities, a development that is gaining popularity in training buyers’ organizations as well.

Online Training Is Gaining Ground

Blended learning is moving more toward online. Suppliers making this move explain their choice with a number of the previously mentioned customer and market motives: cost reduction, being able to offer a USP, the possibility of custom work, measuring the yield, more practice and creating online learning communities. More specifically, this trend toward online learning results in increasing implementation of video role-plays, which facilitate soft skills training through online video.