Global Human Capital Trends 2015

Research Reading

This research paper discuss the current needs of skill building and learning capabilities in the organisations.

What I have learned from this report.

  • “Business and HR leaders report that corporate learning capabilities are waning (39 percent say the problem is “very important,” more than three times last year’s percentage), and companies are now competing heavily for new technical and professional skills. “

It seem that is a increasing needs of corporate learning, but why there is a urgent need?

  • “As the economy improves and the market for high-skill talent tightens even further, companies are realizing they cannot simply recruit all the talent they need, but must develop it internally.” The keyword is competition. As the economy improve, the talent pool get smaller as the organisation is just trying to access the same talent. To tackle the problem, one of the strategy is to build the talent from inside out through mobility programmes.

Problems that the organisation is facing.

  • “HR organizations face a massive digital transformation in the learning and training industry, plus new expectations by employees for on-demand learning opportunities.”
  • “… many companies are stuck with decades-old learning management systems that amount to little more than a registration system or course catalog. “
  • “Research shows that less than 25 percent of companies feel comfortable with today’s digital learning environment.”
  • Employee expectation of learning and the needs of the organisation has changed. To meet the new changes, the organisation need to rethink the corporate training platform.

The market

  • “The learning technology market grew by 27 percent and is now a $4 billion industry.”
  • “Last year, more than $400 million was invested in fast-growing learning providers such as EdX, Khan Academy, Coursera, and Udemy”

Case Studies

  • “Google’s head of people operations, says that giving employees teaching roles makes learning a natural part of the way employees work together, rather than something HR is making them do”
  • “TELUS recently revitalized its learning platforms with improved technology, the assignment of “product managers for learning” within L&D, and the adoption of new contextual learning tools. Following these steps, employee retention improved by 30 percent”
  • Nestlé developed a multifaceted experiential learning model that included a wide variety of activities:
    • A multi-day, high-stress simulation around key leadership topics
    • Reactions to real-time/simulated data from product-specific social and mobile feeds
    • Product development by widely distributed design and development teams using digital technologies
    • Prototype development of new products using digital printing


  • “To ensure that learning was not an isolated event but rather integrated into daily work”
  • “The pilot provided the foundation for how the company will use learning to drive its agenda in a digital world where social and mobile need to be part of every executive’s toolkit. “
  • “Reimagine measurement: The old measurement models no longer provide enough information.”
  • “CLO (Chief Learning Officer” of today wears many hats: chief capability officer, chief leadership officer, chief talent officer, and even chief culture officer.”


Traditional lecture base training could not fulfil the current needs of the organisation. Organisation need to rethink about the training method so that the employee could learn efficiently.

There are few concepts from the report that are worth investigating and experiment with.

  • Integrating learning into daily work. Wearable technology?
  • Reaction to real-time/simulated data from social and mobile feeds. Slack?
  • Rethink about the measurement. People analytics, activity, usage and satisfaction. Google Analytics?

Research References
2015 Human Capital Trends