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Alex Lowy

Management Learning Beyond Program Design

The average US healthcare organization spent $651 per employee on formal learning in the last full fiscal or calendar year, according to ATD’s 2021 State of Healthcare Training, which features self-reported data from 48 US healthcare providers. For most organizations, that include some or all of 2019.For the fiscal or calendar year at the time the survey was conducted, which included some or all of 2020 for most organizations, 52 percent of organizations expected their spending on formal learning to decrease compared to the previous year. Forty-five percent expected their spending to remain about the same, and 3 percent expected it to increase. The COVID-19 pandemic likely drove the decrease, as the pandemic’s challenges are putting enormous financial pressure on health systems across the country, leading many to aggressively cut costs.The news isn’t all bad, though. For the next calendar year after the time the survey was conducted, which will include some or all of 2021 for most organizations, a much lower 31 percent of organizations expected their spending on formal learning to decrease compared to 2019 levels. More than half (52 percent) anticipated that they would spend about the same as they did in 2019, and 17 percent believed their spending on formal learning would increase compared to 2019.Moving forward, it’s likely that at least a portion of those expenditures will go toward learning’s role in future pandemic preparedness at some organizations. Every organization that participated in the research indicated that it was taking steps to enhance its preparations for possible future pandemics, and many of them had plans directly involving talent development. For example, 80 percent planned to continue infection control measures and training for employees, 67 percent planned to continue infection control measures and training for patients, and 47 percent said they would provide regular employee training on responding to future pandemics.

Talent Development Expenditure in Healthcare Set to Rebound in 2021

We’ve all seen something and thought, “Wow, that looks like more effort than it’s worth.” Whether it’s six-pack abs or the all-time high score on Candy Crush Saga, we’ve all thought it before. Usually, we’re right. Sometimes, though, it’s harder to determine if something is worth the time and hard work. When it comes to choosing whether to continue your education beyond a four-year degree, it becomes especially difficult to assess whether reward outweighs effort. If you’re a talent development professional, a master’s degree can have a huge impact on your career—it may help increase your pay, support you in the field of instructional design, and help you network with peers.A master’s degree also represents a substantial investment of time and money, and not everyone can or should pursue a one. When making your decision, it’s important to consider all pertinent information. We’ve compiled a few facts about master’s degrees and talent development to help.This graph from ATD’s 2015 compensation and benefits report, which surveyed more than 2,000 talent development professionals in the United States, shows just how frequently talent development professionals hold master’s degrees. Nearly half the industry, at 49 percent, holds a master’s degree or above, and another 10 percent have completed at least some postgraduate education. Many of the latter group will likely go on to finish their degrees and join the ranks of those already holding master’s and doctorates.Of course, a lower level of educational attainment won’t preclude you from having a successful career in talent development. More than 40 percent of all talent development professionals haven’t completed any postgraduate education, including many in leadership positions. That said, holding a master’s can still increase your pay under the right circumstances. According to ATD’s 2015 salary report, having a master’s does increase your chances of making $70,000 or more a year. Considering that nearly 40 percent of talent development professionals earn less than that, investing in a master’s can pay off, particularly in the field of instructional design.More than 40 percent of instructional designers hold a degree in instructional design or a related field, according to Instructional Design Now: A New Age of Learning and Beyond, a 2015 research report from ATD and the Institute for Corporate Productivity. As shown in the graph above, more than 80 percent of people who hold a formal degree in the field believe it plays an important or very important role in supporting their careers. Also, instructional designers as a whole represent a highly educated group. Overall, 87 percent of instructional designers hold either master’s degrees or doctorates in some field.Wondering if a master’s degree in instructional design or another area of talent development is right for you? ATD L&D Degree Directory currently lists 279 master’s programs in talent development and related disciplines, and even more bachelor’s and doctorate programs.Like what you see here? Follow ATD Research on Twitter (@atdresearch) for the latest statistics, news, and trends in the talent development industry.

ATD Research Explains: The Upside of a Master’s in Talent Development

Alexa Lemzy is the customer support expert and blog editor at TextMagic. She is passionate about mobile marketing, customer loyalty building and local business growth. You can connect with Alexa on Twitter!

Alexa Lemzy

Procrastination is probably on most managers’ “Seven Deadly Sins” lists. But don’t be too quick to assign the moniker of “procrastinator.” According to personality type theory, as described by the Myers-Briggs Type Indicator® (MBTI®) instrument, certain work style and cognitive preferences, which look an awful lot like procrastination on the surface, indicate anything but laziness.The MBTI instrument categorizes personality type along four categories, including Judging/Perceiving, which describes how people make decisions. Those with preferences for Judging (J)—whose work style dominates the corporate world currently—tend to make decisions quickly, and work more efficiently and are more energized at the beginning of a project. Conversely, those who prefer Perceiving (P) tend to make decisions later, and work more efficiently and are more energized toward the end of a project. It’s easy to see how an outsider, who can’t see what’s going on “under the hood,” might easily dismiss this tendency as procrastination, which usually entails delaying something because you simply don’t want to deal with it. However, for someone with a preference for Perceiving, quite the opposite is occurring. Instead, these workers are likely taking more time to gather all the information possible in order to make the most-informed decision. While those preferring J feel unsettled waiting to commit to a course of action and like to do it early on, those preferring P feel unsettled if they close off options before they’ve fully vetted them. Both approaches are valid and offer unique benefits. But it doesn’t take much vision to understand why—in a business climate riddled with the consequences of rushed decisions—the P approach might provide balance to an “I need it yesterday” culture. Yet, this particular cognitive and behavioral orientation, while common in the population at large, is marginalized in business, education, and society—often from childhood. **You’re a Slacker, and So Was Your Old Man!(No McFly Will Amount to Anything!)** From early in life, those with a preference for P receive messages that negate the value of their natural approach—and praise when they make more immediate decisions. This carries on into college, where you’re expected to choose a major before you even crack open a textbook (never mind that many of tomorrow’s most critical jobs probably don’t even exist yet). In fact, you could say that P preferences are programmed to self-identify as procrastinators and, as a result, learn to fake the J approach to school and work. How many times have you heard someone joke about the fact that they procrastinate, but can’t help it because they work better at the last minute? If that person is successful, chances are low that they truly procrastinate. More likely, they prefer P but have stereotyped themselves, because of a negative perception of what a preference for Perceiving really entails. In organizations, we don’t like when people delay making decisions. It’s unnerving because the merits of this work style are not understood in our J-biased corporate work culture—and we can’t necessarily discern what’s going on inside a person’s head. We can’t see that they’re actually gathering facts and weighing options; we don’t know that this process is so important to them that they’re willing to take all of the time that they possibly can before committing to a course of action. Efficiency Kicks in at the Project’s End As the deadline approaches, however, P preferences will quickly commit to a course of action and become efficiency machines, operating just as efficiently as those that prefer J tend to at the beginning of a project. This isn’t necessarily because they perform any better under pressure than anyone else, but rather that they work more effectively if they’ve had time to assemble the puzzle pieces in their head. On the other hand, if they’re required to operate in a Judging-oriented manner, focusing on the production end at the beginning of a project, they tend to work less efficiently. To put it in laymen’s terms, they may “doddle” a bit. This has nothing to do with their work ethic—they simply haven’t had sufficient time to formulate what they want to produce. And they’ll often change courses midstream, because along the way they’ve discovered a better approach. The Pot of Gold at the End of the Rainbow Admittedly, for someone with a Judging-oriented outlook, the idea of allowing someone who prefers P to follow their natural work style within a modern business setting probably sounds like following a rainbow to its end in search of a pot of gold. However, in this case, there is a substantial pot of gold in terms of value to the organization. First, this approach provides a critical counter-balance to the J-driven propensity to make decisions and act on them quickly. To be sure, the Judging-oriented approach offers tremendous value, particularly in projects that require milestones. But sometimes decisions are made too soon—and organizations are locked into a course of action that turns out to be less desirable than one that materializes later. If both Judging and Perceiving perspectives are respected, however, teams can achieve ongoing, yet tempered momentum. Second, understand that those that prefer P really aren’t at their best when they have to conform to J-driven processes. If they’re allowed to operate within their natural work style, they produce higher quality work. To put it simply, you’re getting more value out of them by giving them the flexibility to do things their own way, and positioning them for greater career success by allowing them to make best use of their talents. Finding Common Ground We’ve established that P frequently conforms to a J world. But should it be the other way around? The reality is that it’s probably unrealistic—and perhaps equally unbeneficial—for either side to completely flex its behavior to the expectations of the other side. Those preferring Perceiving have to understand what things look like to a manager or co-worker with a J preference, and provide assurances that things are indeed progressing toward a desirable outcome. This may involve agreeing on certain markers that indicate progress. A Word to the Wise… If you prefer P, understand that when your J-preferring colleagues flex their own work preferences to your style, you’ve got to deliver the goods. If you don’t, you may not get another chance to prove the value of your approach. The good news: As you consistently deliver quality results, your J colleagues will become increasingly supportive of your work style.

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