The document summarizes 11 trends in learning and development from 2010 to 2012 organized into 4 categories: Business Knowledge, Leadership, Commercial, and Learning and Development. It describes each trend over 3 sections: description, summary, and example. The trends focus on topics like internal knowledge ROI, open management, leading millennial employees, sales performance improvement, and customizing learning to individual needs.

1. Trends
in Learning and Development
2010 - 2012
June 2010
Overlap R&D Team

2. Introduction
Sources of the study:
• International forums
• Best practices of customers
• Innovative projects with partners
Team:
• Miguel Gómez de Agüero- Corporate School Director
• Antonio Rubio - Director R&D
• Javier Aranduy - International Development Manager
• Juan Carlos Cantero - Consultant
• Yolanda Merino- Consultant
Document Structure:
• Eleven trends organized into four categories according to their content::
Business Knowledge, Leadership, Business and Learning and Development.
• Every trend is divided into three sections:
1. Description graphics, images and links to websites of interest.
2. Summaries of trends in graphical format.
3. Illustrative example of the possible practical applications.
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3. Sumary
Business Knowledge
Impact on overall business management.
1. Return on Investment (ROI) of the internal knowledge
2. "Open management"
3. Chain of Excellence
Leadership
The individual as agent of change in organizations.
1. 2.0 Culture
2. Leading "millennials"
3. Emotional Engine management
Commercial
The Sales function seen from the customer relationship and impact assessment.
1. Improving performance in business equipment
2. Emphasis on measurement before and after the sales learning projects
3. "Sales 2.0"
Learning and Development
Social approach to learning through technology 2.0.
1. "Cloud Computing" in learning
2. Methodologies for Personalising Learning
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4. Internal knowledge ROI
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The dominant use of inner experience on the
acquisition of external knowledge.

5. 01. Internal knowledge ROI
The corporate knowledge defines the unique identity and
the success of a company and consists mainly of business
insight and the dissemination of the experiences and
lessons learned while running the company.
Knowledge retention is a challenge for companies given the difficulty of capturing
information and disseminating it throughout the organization. Until recently, Knowledge
management has been done in a centralized manner, requiring a significant investment
and the standardization of the ways to keep and make the information available to
employees.
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6. 02 Open management
The power of social media in the transformation of
business relationships.

7. 02. Open management
Business relationships will not be understood without the
use of social media, which enables communication to
evolve to shared experiences where confidence,
transparency and authenticity are key in obtaining
commitment from suppliers, customers and employees.
"Open management” allows the information to flow in the value chain. In this sense, each
company defines this strategy from their targets in the external ("partners" and
customers) and internal management.
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8. 03 Chain of Excellence
Live and tell a great story

9. 03. Chain of excellence
The success of a business involves long-term customer loyalty and
repeating business, because increasing sales with existing customers
is less expensive than acquiring new ones .
The Chain of Excellence aims to add value to the customer success experiences, in a
way in which they feel interest in the brand at the same time that they communicate they
unique experiences to new customers.
In this sense, the Chain of Excellence, internal service chain parallel to the value chain,
represents the connection between leadership and financial results and business
repetition, through the motivation of employees and customers. This is a model that
classifies the attitudes and skills that the company has to develop to achieve business
excellence.
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10. 04 Culture 2.0
Collaboration as an engine for professional and
corporate development

11. 04. Culture 2.0
Collaboration is spontaneously occurring outside the work
environment, using social networking and cloud computing
to create content. Organizations will incorporate these tools
to manage an open and connected business model
The challenge for companies lies in ensuring access to technological systems, in the
ability to promote them among employees, partners and customers, in order to generate
individual and corporate benefit. Deploying the technology alone does not determine its
use.
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12. 05 Leading "millenials"
The role of the manager dealing with the new
generations

13. 05. Leading "millenials"
The so-called digital generation, generation Y, “millennials, people born between 1980 and 2000, are
entering the labor market leading to a cultural change in companies and in the way they manage
teams. The challenge for leaders will not only be to add a new management approach for these
people, but to achieve a balance between the multiple profiles that currently live together in their
teams, understanding their own individual values and the different perspectives of each generation.
The two main characteristics of the "Millennials" refer to the widespread use of technology and an
evolution of their values.
– Autonomy: flexible hours, project-style work .
– Transparency: "open office“, communication, strategy and objectives.
– Customization: Using widgets, corporate social profile.
– Integrity: "paperless“ rules, meritocracy.
– Collaboration: teamwork, peer coaching.
– Entertainment: sense of humor, leisure space.
– Speed: access to online information, accepting errors as a source of learning.
– Innovation: creative spaces, consider new ideas.
Source: Tapscott (2008).
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14. 06 Emotional Engines Management
Commitment to the brand by employees and
customers by the identification of motivations and
desires.

15. 06. Emotional Engines Management
Desire for collaboration, passion, emotions and
commitment from employees and customers are key to a
successful performance in the new "Conceptual Age", the
successor of the information age.
.
This new era requires employee creativity, analytical and data processing skills together with
the desire to create networking.
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16. Performance improvement in
07 sales teams
Bottom up approach performance improvement

17. 07. Performance Improvement in Sales Teams
The implementation of the methodology "Performance
Improvement", which has been used until now in production
areas, it is implemented in the daily management of sales
teams to improve business results and to build excellent
performance teams
The methodology of Human Performance Improvement HPI is a systematic process that links strategy
and business objectives with a series of actions that result in improved job performance.
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18. Emphasis on measurement
before and after learning
08 projects
Define the expected results before starting a learning
project

19. 08. Emphasis on measurement before and after learning
projects
The impact of training in sales teams is increased through the use of
metrics directly related to the behaviors of the sales people, those upon
which we can act.
Learning projects have to be viewed from a holistic perspective, beginning with the definition of KPI's
(key performance indicators) before launching the project for later measurement during its
development and completion.
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20. 09 Sales 2.0
The evolution of sales models in a collaborative
environment

21. 09. Sales 2.0
"Sales 2.0" is an approach that transforms the way in
which a company reaches its customers and relates to
them. The key is interaction and collaboration between
the parties involved in the sale process as well as the
use of Web 2.0 tools and resources.
Sales 2.0 is defined as the use of "customer-centric" methodologies and 2.0
collaboration technologies in marketing and sales departments of an enterprise, with the
aim of improving sales indicators. The success in Sales 2.0 depends on interacting with
the right people, develop relationships with them and make changes in the environment
of the sales person.
"Sales 2.0" is based on a "customer centric” approach, that is putting the customer at
the center of the organization's business model: processes, people, tools and indicators21
are built around the customer.

22. Cloud Computing
10 in learning
Minimal financial investment to achieve "just for you"
learning

23. 10. Cloud Computing
in learning
Internet technological evolution has been a social
change that impacts the way we communicate and
develop relationships and allow the training area of
companies to evolve towards a model of social
learning.
The so-called "cloud computing" refers to web 2.0 tools freely available to any user, allowing the use
of technology with flexible costs, as charges are made for the service used: is the model " software as
a service ( SAAS). This transformation is enabling learning to be integrated into the work processes at
a minimum cost, directly impacting on job performance and employee autonomy in the use of learning
tools.
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24. 11 Methodologies for customizing learning
The individual as the center of his learning

25. 11. Methodologies for customizing learning
Global companies have a workforce characterized by the
generational, functional, geographical and professional
diversity, resulting in diverse learning needs, in terms of
methodology, content, tools and styles.
The effective management and exploitation of diversity, involves the customization of the learning
processes to the development needs and potentials of each participant.
This will develop individual learning paths aligned with the strategic objectives of the company and
impact-oriented learning on the job performance and organization. Based on the level of competence,
performance and characteristics of each student, known by the application of self-assessment tools,
self-development is driven by the employee ownership and responsibility for their own learning
process and the design of their individual learning path.
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