Senior Executives Least Likely to Get Training

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<p><strong>Boston &mdash; April 19</strong><br />Of all corporate staff levels, senior management is least likely to get training and development, according to a survey of 2,000 human resources and training and development executives by Novations Group, a global consulting and training firm based in Boston. &nbsp;</p><p>Although 90 percent of first-line managers will receive training this year, only 59 percent of senior executives will do so.</p><p>&ldquo;Leadership development professionals have long known that top management is sometimes ambivalent when it comes to any type of training,&rdquo; said Paul Terry, Novations vice president for talent management. &ldquo;Nevertheless, the rate at which senior-level people get development support is probably greater than at any time in the past. Organizations are more concerned about bench strength and retiring boomers. Our findings probably under-reflect how much senior management is actually getting, since their teams often participate in visioning, coaching, strategic planning and other endeavors that are actually T&amp;D, if not in name.&rdquo;</p><p>Which of the following employee categories at your organization will receive training &amp; development this year? (Select all that apply.)</p><ul><li><strong>Entry-level employees:</strong> 82 percent</li><li><strong>Experienced nonmanagement employees:</strong> 75 percent<br /></li><li><strong>First-line managers:</strong> 90 percent<br /></li><li><strong>Middle-level executives:</strong> 76 percent<br /></li><li><strong>Senior-level executives: </strong>59 percent<br /></li></ul><p>Novations&rsquo; findings also indicate how important organizations consider training for first-line managers, Terry said. &nbsp;</p><p>&ldquo;First-line managers are making a transition from individual contributor to leader,&quot; Terry said. &quot;Often, this means putting a gifted technical person into a role that requires the individual to manage other people, and experience tells us this shift is difficult and calls for substantial organizational support and coaching in addition to training. &nbsp;</p><p>&quot;By a large margin, training professionals recognize the challenge of moving individuals into a managerial role.&rdquo;</p><p>Employees make various transitions during their careers. In your experience as an HR professional, which of the following is most difficult?</p><ul><li><strong>From entry-level to seasoned professional:</strong> 17 percent<br /></li><li><strong>From seasoned professional to supervisory/managerial:</strong> 65 percent<br /></li><li><strong>From supervisory/managerial to senior management/executive:</strong> 18 percent<br /></li></ul><p>&ldquo;Many first-line managers are recently promoted,&rdquo; Terry said. &ldquo;More senior managers already got some fundamental training, and management understands that first-line managers can have the greatest impact on everyday lives of employees. &nbsp;</p><p>&quot;Effective training for first-line people can help improve retention and engagement.&rdquo;</p><p>The finding that only 18 percent of respondents believe the transition to senior management is the most difficult, Terry said, suggests organizations underestimate the dimensions of the challenge. &nbsp;</p><p>&ldquo;A senior executive plays a qualitatively different role in the company and has to have a broader perspective,&quot; Terry said. &quot;He or she has to make critical business decisions, set company strategy, muster resources and give direction to the whole organization.</p><p>&quot;Consequently, developing a senior person has to be a deliberate and structured process that integrates the right kind of experiences.&rdquo;</p><p>The Novations Group Internet survey of 2,046 senior human resource and training and development executives was conducted by Equation Research.</p>

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