STATE

OF THE
INDUSTRY
SURVEY
2017

inspired equipped empowered

PSTD RESEARCH PUBLICATION

Copyright 2017 by the Philippine Society for Training

and Development (PSTD). All rights reserved.

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SPECIAL THANKS

Special thanks to the following who made this study possible:

To the hardworking PSTD Secretariat team

To the PSTD Board of Trustees for their support
To Genpact Training and Quality team for the help in Data Analysis
To Meralco Power Academy for producing the printed copies of the report

And most especially, to all PSTD members who participated in this study,
your insights are a very valuable contribution to the the L&D industry in the
Philippines

Maraming Salamat po!

Marby Bustalinio- Tabungar
Chair, Research and Publication

Ian Colorina
President

PSTD 2017 BOARD OF TRUSTEES

Milalin S. Javellana Eliza M. Bedural
Chairman of the Board Treasurer

Caroline V. Tiamson Marby Bustalinio-Tabungar

Vice Chairman of the Board Public Relations Officer

Ofelia Montallana- Orcales Other Trustees

Adviser Good Governance Rex Jayson M. Tuozo
Internal Auditor Chair, Tipanan Committee

Elvie Rodora M. Tarrobal Rowell Vitor Mariano

Immediate Past-President Chair, Gawad Maestro Awards

Ian Chester V. Colorina John Reily D. Baluyot

President Chair, Private Sector Partnership

Nancy R. Gotidoc Emmanuel G. Hio, Jr.

Vice President for External Affairs Chair, Public Sector Partnership

Patricia Joy Pronstroller - Tolentino Edward M. Moises

Vice President for Internal Affairs Board of Trustee

Lucina Flor Burns - Ramos

Board Secretary
Key Findings
• On average, organizations have 6 L&D FTE

• The key roles in an L&D Function are: Training Assistants/ Admins,

Facilitator/ Trainer/ Coach, L&D Manager/ Supervisor, Instructional
Designer/ Course Developer

• An average of 6,654,211Php spent by an organization for L&D

initiatives

• Entry level individual contributors are the priority of L&D programs

• Development programs run by L&D take 24% (on average) of the

total L&D expenditures

• Per employee spending on L&D is at an average of 17, 468Php

• Employees averaged 35 hours of formal training in 2016

• Average Ratio of L&D and Organizational FTE is 1: 561

• 47% of respondents anticipate an increase in L&D Technology

Budget

• The Top 6 Competencies that should be developed among L&D

Practitioners are:

1. Business and Performance Improvement

2. Measurement and Evaluation
3. Learning Technology Literacy
4. Career and Talent Management
5. Learning Intervention Design
6. Business Acumen

• The top 3 areas of training content are:

1. Process, Procedures, Business Process, Technical

2. Professional Skills Development
3. Leadership Training

• Classroom based training methodology is still the most utilized

intervention according to 42% of the respondents

• Onboarding new hires is considered by 22% of the respondents as

their strength among their initiatives

• 36% of the respondents said that Leadership and Management is

the investment priority in the next 2 years
The Philippine Society for Training and Development (PSTD) conducts a
yearly industry survey to provide its members a basis for benchmarking
workplace learning and performance (WLP) practices across industries.

The State of the Industry Report aims to be the most trusted source of
data related to Training and Development in the Philippines.

Data Source

The consolidated responses include all the organization who participated in the
survey for 2017. Respondents submitted their data using an online survey.

On January 13, 2017, a Survey Monkey questionnaire was sent to corporate

members to collect data about their 2016 practices. Recipients were given until
February 6, 2017 to complete the survey. A total of 132 organizations across a
wide range of sizes and industries submitted their efficiencies and expenditures
data.

A significant 24% increase in response rate which signifies an increase the

desire of learning professional to actively participate in t&d initiatives in our
country.

Data Presentation and Analysis

The data in this report presents results in several groupings which can be
used by learning professionals to benchmark learning investments and best
practices in their organization. The two major groupings are ownership (Filipino
and Foreign owned) and the size of the organization.
I. PROFILE OF
RESPONDENTS
One hundred one thirty two (132) organizations from the public and
private sectors participated in this study.

The highest number of contributors came from the Offshoring/

Outsourcing and Manufacturing industries. 77% of the respondents are
Training/ L&D/ HR Leaders.

Majority (67%) are Filipino-owned organizations. 85% are Private

(for Profit) organizations.

Demographics

63%
37%

Job Title

23% HR Leader/ Manager

21% Training Leader/ Manager

33% L&D Manager

23% Other
 Participants Industry

132
Organizations from the
Agriculture, Hunting, Forestry, Fishing

Construction

public and private sectors

Electricity, Gas and Water Supply

Finance
42%
Total
Large (1000 &
27%
Small (1-199 more employees) Health and Social Work
employees)
Small(1-199
27%
employees)
Large (1000 and
more Hotels and Restaurants
employees)
42%
Medium (200- Manufacturing
999 employees)
31%
Mining and Quarrying

31%
Medium (200-999
employees)
Outsourcing/Offshoring

Education

Type of Organization Real Estate (including Renting and Business

Activities)
85% 9% 6%
Transport, Storage and Communications

Wholesale and Retail Trade (including Repair

of Motor Vehicles, Motorcycles, Personal
and Household Goods)

Others
Private Private Public
(for Profit) (Non Profit (Government)
/ NGO) 0 5 10 15 20 25 30
II. THE ROLE AND
FUNCTION OF T&D
Distinct L&D Function

No, our Learning and

Development function is
Yes, our Learning and performed by all-around
Development function has a HR personnel.
No, our Learning and
distinct organization with its
33%
Development function is
own Head. performed by all-
around HR personnel.,
33

74% Yes, our Learning and

Development function
No, our Learning and
has a distinct Development function is
No, our Learning and
organization with its
own Head., 74
performed by the owner
Development function is
performed by the
or line manager.
owner or line manager.,
13

13%

From 59% in 2015, there’s a 3% increase in the response that L&D has a
distinct organization with its own head, 62% in 2016. Most organizations have
ackowledged the need for a special function that performs L&D initiatives. This is
true for either company sizes or types of ownership.

Having L&D performed by all around HR Personnel is a more common practice

among small organizations.

40 22 12
Yes, our Learning and Development function has a
distinct organization with its own Head.

2 6 5
No, our Learning and Development function is performed
by the owner or line manager.

9 9 15
No, our Learning and Development function is performed
by all-around HR personnel.

Large Medium Small

(1000 and more employees) (200 - 999 employees) ( 1 - 199 employees)
 Per Type of Ownership

80

80 70 Local/ Filipino owned

70 60

60 50 Multi-national/ Foreign owned

50 40

40 30

30 20

20 10

10 0
No, our Learning and No, our Learning and Yes, our Learning and
0 Development function is Development function is Development function has a
g and performed
No,
Yes, by all-around
our Learning
our and
and HR performed by the owner
No, our Learning and or line Yes, distinct
our organization
Learning andwith its
nction is Development
Development personnel.
function
function hasis a Development manager.
function is Developmentown Head.has a
function
wner or line performed
distinct by all-around
organization with HR
its performed by the owner or line distinct organization with its
. personnel.
own Head.
Local/ Filipino ownedmanager. Multi-national/ Foreign owned
own Head.

national/ Foreign owned Local/ Filipino owned Multi-national/ Foreign owned

Average Number of Dedicated Full time

L&D Personnel

6 Overall

8 Large Organization

5 Mid size Organization

3 Small Organizations

These numbers show the average L&D FTE per size of the organization according
to the respondents who said they have a distinct L&D team. These FTEs perform
different roles/ functions within the L&D team.

Some respondents also mentioned that the number of L&D staff is based on a
percentage of the total organizational population.
Distinct roles/ functions within the L&D
team

In the overall results,

they key roles in an
L&D Manager/ Supervisor L&D function are the
following:

LMS Administrator 1. Training Assistant/

Admin
2. Facilitator/ Trainer/
Training Analyst Coach
3. L&D Manager/
Supervisor
Instructional Designer/ Course Developer 4. Instructional
Designer/ Course
Developer
Facilitator/ Trainer/ Coach
The Training Analyst and
Training Assistant/ Admin LMS Administrator roles
are more key in Foreign
owned and Large
organizations.

Per Company Size

Small Mid Size Large

Companies Companies Companies

13 22 44 L&D Manager/ Supervisor

4 6 16 LMS Administrator

9 13 18 Training Analyst

16 19 32 Instructional Designer/ Course Developer

21 24 38 Facilitator/ Trainer/ Coach

24 28 36 Training Assistant/ Admin

Role of L&D

45% Strategic Business Partner

21% Trainer

12% Other

8% Coach / Mentors

6% Curriculum Developer

When asked to best describe the role of L&D in their organization, majority of
the respondents (45%) said they are seen as strategic business partners. The
survey shows the same high result for both local and foreign owned companies
and regardless of the company size.

Level of Influence

1%
Diminishing

79%
Growing and expanding in importance

2%
Not applicable

18%
Staying the same

79% of the respondents said that they’re level of influence in the organization is
growing and expanding in importance.
III. L&D BUDGET AND
EXPENDITURES
L&D Budget and Expenditures
Total L&D Budget spent in 2016

15,210,526
Average of Total L&D
Budget for
5,647,938 Large Organizations

Average of Total L&D

6,654,211
Budget for Local
Organizations
3,039,474
Average of Total L&D
Budget for Mid-size
Average L&D Budget
spent in 2016 8,516,000 Organizations

Average of Total L&D

Budget for Multi-
national Organizations
1,712,632
Average of Total L&D
Budget for Small
Organizations

These amounts were based on the declared expenditures of the respondents.

 Payroll Percentage

66% of the respondents said the total L&D budget take 5% or less of total Payroll
budget.

Mid-size and Local organizations show a greater tendency to allot budget that
takes 6-10% of the total payroll.

Payroll % per Company Size

L&D Budget from Payroll
25 L&D Budget from Payroll

20
7% 7% Not applicable, we do not
7% 11 to 15%
15 have an L&D function
13% 5% or less more than 15%
10 6 to 10%
6 to 10%
66% more than 15%
5
Not applicable, we do not 5% or less
have an L&D function
0
Large (1000 and Medium (200- Small (1-199 11 to 15%
more 999 employees) employees)
Payroll % per Company Size
employees)
Payroll % per Company Size
25

20
Not applicable, we do not
15 have an L&D function
more than 15%
10
6 to 10%
5
5% or less
0
Large (1000 and Medium (200- Small (1-199 11 to 15%
more 999 employees) employees)
employees)
Employee Groups
0 5 10 15 20 25 30 35

6%
Other

26%
Entry-Level Individual Contributors
22%
Mid-Level Individual Contributors
17%
Entry-Level Managers
21%
Senior Leaders
21%
Mid-Level Managers

Majority of the respondents said that about 26% of the L&D expenses were spent
on Entry Level Contributors. About 22% on Mid-level Individual Contributors,
21% on Mid-level Managers and Senior Leaders. Entry-level Managers seem to
be the least priority in terms of prioritization in exhausting L&D resources.

Per Company Size

Per Company Size
35
Average Mid–Level
Mid-Level Managers
30 Managers
25 Average Senior Leaders
Senior Leaders

20
Average Entry–Level
Entry-Level Managers
15 Managers

10 Average
Mid-LevelMid–Level
Individual
Individual Contributors
Contributors
5 Entry-Level Individual
Average Entry–Level
0 Contributors
Individual Contributors
Large (1000 Medium (200- Small (1-199 Average
Other Other
and more 999 employees)
employees) employees)
 Per Type
Per Type of Ownership of Ownership
35
Per Type of Ownership
35
30 Average Mid–Level
30 Average
ManagersMid–Level
25 Managers
Average Senior Leaders
25 Average Senior Leaders
20
20 Average Entry–Level
15 Average
ManagersEntry–Level
15 Managers
Average Mid–Level
10
Average
IndividualMid–Level
Contributors
10
Individual Contributors
5 Average Entry–Level
5 Average
IndividualEntry–Level
Contributors
0 Individual Contributors
0 Local/ Filipino owned Multi-national/ Foreign Average Other
Local/ Filipino owned Multi-national/
ownedForeign Average Other
owned
Categories of L&D Expenditure

The respondents
Tuition Reimbursement
said that most L&D
Expenses were spent
Technology Investments on the following
categories:
L&D Personnel Training and Development
1. Development
Programs Run by
Outsourcing Expenses L&D- Average of
24%
Wages and Salaries of L&D Personnel 2. Wages and Salaries
of L&D Personnel-
Average of 22%
Development Programs Run by L&D 3. Outsourcing
Expenses- Average
Other Direct Costs of 20%
4. L&D Personnel
Training and
Development-
Average of 18%
5. Technology
Investments-
Average of 13%

Per Company Size Per Company Size

Per Company Size
35
35 Tuition Reimbursement
Tuition Reimbursement
30
30 Technology Investments
Technology Investments
25
25
L&DPersonnel
L&D Personnel Training
Training and
and
20 Development
20 Development

15 Outsourcing
Outsourcing Expenses
Expenses
15
10 Wagesand
Wages andSalaries
Salaries
of of
L&DL&D
10 Personnel
Personnel
5 Development Programs Run
Development Programs Run
5 by L&D
by L&D
0 Other Direct Costs
0 Large Medium Small Other Direct Costs
Large
Large
(1000
(1000(1000
and more Medium (200-
(200 (200-999
and Medium - 999 Small - (1-199
( 1 (1-199
Small 199
and more
employees) 999 employees)
employees)
more employees) employees) employees)
employees)
employees)
employees)
 Per Type
Per Type of Ownership of Ownership
30
Per Type of Ownership
30 Tuition Reimbursement
25 Tuition Reimbursement
25 Technology Investments
20 Technology Investments
20 L&D Personnel Training
15 and
L&DDevelopment
Personnel Training
15 Outsourcing Expenses
and Development
10 Outsourcing Expenses
10 Wages and Salaries of
5 L&D Personnel
Wages and Salaries of
5 Development
L&D Personnel Programs
0 Run by L&D
Development Programs
0 Local/ Filipino owned Multi-national/ Foreign Other
Run byDirect
L&D Costs
owned Foreign
Local/ Filipino owned Multi-national/ Other Direct Costs
owned

Percentage of Employees Trained

30% of the respondents said that 21-40% of employees in their organizations
have been trained. Mid-size and Large organizations also show a higher tendency
to train 61-80% of their employees.

% of Employees Trained
< 20%
%21-40%
of Employees
41-60%
Trained
61-80% 81-100%

% of Employees Traine
19% % of
10%
Employees Trained
< 20% 21-40% 41-60% 61-80%

< 20% 21-40%30% 41-60% 61-80% 81-100%

24% 10%
19%

17% 10%
19%
30%
24%
30%
17%
 Per Company Size
Per
PerCompany
CompanySize
Size
88
77
66
< 20%
< 20%
55
21-40%
21-40%
44
41-60%
41-60%
33
61-80%
61-80%
22
81-100%
81-100%
11
00
Large
Large
(1000
(1000
and
and Medium
Medium(200-999
(200-999 Small
Small(1-199
(1-199
more
moreemployees)
employees) employees)
employees) employees)
employees)

Per Type of Ownership

Per
PerType
Typeofof
Ownership
Ownership
16 16

14 14

12 12
< 20%
< 20%
10 10
21-40%
21-40%
8 8
41-60%
41-60%
6 6 61-80%
61-80%
4 4 81-100%
81-100%
2 2

0 0
Local/
Local/
Filipino
Filipino
owned
owned Multi-national/
Multi-national/
Foreign
Foreign
owned
owned
L&D expenditure per FTE

17,468 Average L&D expenditure per FTE

Per Company Size Per Company Size

35000 31,885
30000

25000

20000

15000 11,638 Total

10000 7,318
5000

0
Large (1000 and Medium (200-999 Small (1-199
more employees) employees) employees)

Per Type
Per Type of Ownership of Ownership
25000
20,807
20000
15,435
15000

Total
10000

5000

0
Local/ Filipino owned Multi-national/ Foreign owned

* all amount indicated are in Philippine Peso

 Formal Training Hours

35 Average Formal Training Hours

TrainingTraining HoursSize
Hours per Company per Company Size
50 47
45
40
35 30
30
25
25
20 Total
15
10
5
0
Large (1000 and Medium (200-999 Small (1-199
more employees) employees) employees)

Training Hours per Type of Ownership

Training Hours per Type of Ownership
35
Training Hours per Type of Ownership
35
35 35
35
35
35
35
35
35
34
34
34 Total
34 Total
34
34 34
34
34
34
34 34
33 33
Local/ Filipino
Local/ owned
Filipino owned Multi-national/ Foreign
Multi-national/ owned
Foreign owned
 Organizational FTEs per L&D FTE

1:561 L&D FTE - Organizational FTE Ratio

Per Company Size

Per Company Size
1600
1378
1400
1200
1000
800
600 Total

400
170
200 43
0
Large (1000 and Medium (200-999 Small (1-199
more employees) employees) employees)

Per Type ofofOwnership

Per Type
Per Type of Ownership Ownership
1400
1400
1193
1200 1193
1200
1000
1000
800
800
Total
600 Total
600
400
400
152
200
200 152

0
0
Local/ Filipino owned Multi-national/ Foreign owned
Local/ Filipino owned Multi-national/ Foreign owned
 Expected changes in 2017 and 2018 L&D Budgets

nges Changes
in L&Din Budgets
L&D Budgets Changes in L&D Headcount
Changes in L&D Budgets Changes in L&D Headcount

6% 7%
6%
39% Decrease 26% Decrease
Increase Increase
No Change No Change
55% Decrease 67%

Increase
No Change
55%

Changes
Changes in L&D Outsourcing
in L&D Changes in Learning
Outsourcing Budget
Budget Technology Budget Tehnology
Changes in Learning
Budget
9% 2%

Decrease Decr

33% Increase 51% 47% Incre

58%
No Change No C

Overall, 55% of the respondents said that the L&D Budget in their organization will
increase. Majority also said that there will be no changes in the L&D Headcount
and Outsourcing budgets. While 47% said that they’re anticipating to increase
their budget in L&D Technology.
IV. L&D MANAGEMENT
PRACTICES
 L&D Competencies

Business and Performance Improvement

The Top 6
Competencies that
L&D Competencies
Measurement and Evaluation
should be developed
among L&D
Learning Technology Literacy
Practitioners are:
vement Career and Talent Management
1. 1. Business and
luation Performance
Learning Intervention Design
iteracy Improvement
Business Acumen 2. 2. Measurement
gement and Evaluation
Management of Learning Function 3. 3. Learning
Design Technology
cumen Relationship Management Literacy
4. 4. Career
unction Knowledge Management Total and Talent
Management
gement Learning Intervention Admin/ Management
5. 5. Learning
ement Intervention
Self-Mastery Design
gement 6. 6. Business
Learning Intervention Delivery Acumen
Mastery
Delivery Social, Legal and Ethical Practices Knowledge
Management was
actices also selected as a top
0 5 10 15 20 25 30 35 40 45 50 competency for small
organizations.
 Local/ Filipino Local/
Local/Filipino
Filipino
Local/ Filipino
Business and
Business and Performance
PerformanceImprovement
Improvement
Measurement
Business and Performanceand
Measurement andEvaluation
Evaluation
Improvement
Learning
LearningTechnology
Technology
Measurement Literacy
Literacy
and Evaluation
Career
Career and
and Talent
Learning TalentManagement
Management
Technology Literacy
Learning
Learning
Career Intervention
Intervention
and Talent Design
Design
Management
Business
BusinessAcumen
Learning Intervention Acumen
Design
Management of
Management of the Learning
LearningFunction
theBusiness Function
Acumen T
Relationship
Relationship
Management Management
Management
of the Learning Function
T
Knowledge
KnowledgeManagement
Relationship Management
Management
Learning
Learning
Knowledge Intervention
Intervention
Management ……

LearningSelf-Mastery
Self-Mastery
Intervention …
Learning
LearningIntervention
InterventionDelivery
Delivery
Self-Mastery
Social,
Social, Legal and
andEthical
EthicalPractices
LegalIntervention
Learning Practices
Delivery
Social, Legal and Ethical Practices 0 0 55 1010 1515 20 20 25 25 30 30

Multi-national Multi-national
Local/
0 5
Filipino
10 15 20 25 30

Business
Businessand
andPerformance
PerformanceImprovement
Improvement
Measurement
Measurementand
andEvaluation
Evaluation
Learning
LearningTechnology
TechnologyLiteracy
Literacy
Career
Careerand
andTalent
TalentManagement
Management
Learning
LearningIntervention
InterventionDesign
Design
Business
BusinessAcumen
Acumen
Management
Managementofofthe
theLearning
LearningFunction
Function
Relationship
RelationshipManagement
Management
Knowledge
KnowledgeManagement
Management
Learning
LearningIntervention ……
Intervention
Self-Mastery
Self-Mastery
Learning Intervention
Learning InterventionDelivery
Delivery
Social,
Social,Legal
Legaland
andEthical
EthicalPractices
Practices

00 5 5 10 1015 2015 25 2030

Per Company Size

Small Mid Size Large

Companies Companies Companies

15 16 15 Business and Performance Improvement

10 16 14 Measurement and Evaluation

9 15 15 Learning Technology Literacy

8 15 14 Career and Talent Management

9 14 10 Learning Intervention Design

10 7 13 Business Acumen
5 13 5 Management of Learning Function

9 9 4 Relationship Management

11 3 5 Knowledge Management

16 8 6 Learning Intervention Admin/ Management

8 7 3 Self-Mastery
4 9 2 Learning Intervention Delivery
3 6 2 Social, Legal and Ethical Practices
 Do you see value in getting certification?
etting Certification
Value in Getting Incentive given
Value in Getting Certification
Certification Incentive given
10%

10%

No 35%
No
Yes Yes
65%

90%
%

L&D Drivers L&D Drivers

6%
Determined by financial and
17% growth results, strategic planning
38%
Determined by business unit
heads/assessment needs

Open enrollment - interest in

previous or existing courses
39%
Other

Majority of the respondents said that the main drivers of L&D in their organization
are determinded by the business unit heads/ assessment needs or determined
by financial and growth results/ strategic planning.

Some respondents also mentioned Professional/ Government requirements as a

driver.
 Per Per
Per Type of Ownership
TypeType
of Ownership
of Ownership
Other
Other

Open enrollment -
Open enrollment -
interest in previous or
interest in previous or Local/ Filipino owned
existing courses Local/ Filipino owned
existing courses
Determined by business Multi-national/ Foreign
Determined by business Multi-national/ Foreign
unit heads/assessment owned
unit heads/assessment owned
needs
needs
Determined by financial
Determined by financial
and growth results,
and growth results,
strategic planning
strategic planning
0 10 20 30 40 50
0 10 20 30 40 50

Per Company Size

Per Company
Per Company
SizeSize

Other Other

Open enrollment
Open enrollment
- interest
- interest
Large (1000
Largeand
(1000
more
and more
in previous
in previous
or existing
or existing
coursescourses employees)
employees)
Medium
Medium
(200-999
(200-999 employe
Determined
Determined
by business
by business employees)
unit heads/assessment
unit heads/assessment
Small (1-199
Small employees)
(1-199 employees)
needs needs

Determined
Determined
by financial
by financial
and growth
and growth
results,results,
strategic
strategic
planningplanning

0 100 2010 3020 4030 5040 50

TNA Tools TNA Tools

Interviews/ FGD
5%
Performance Scorecards
26% 35%
Quality Heatmap

Assessments/ Knowledge
6% Tests

28% Other

Interviews/ FGD remains to be the widely used TNA tool according to 35% of
the respondents. Performance scorecards, and Assessments are also utilized
to indentify training needs.

Some of the other tools mentioned by the respondents are the following:
1. Open space workshops
2. Pulsechecks
3. Survey
4. Government/ Professional requirements
5. Management calls/ Business plans

This proves that L&D practitioners use multi channels to better understand
the learning needs in an organization.
 Interventions

TopTop
Top 3 training content Training
most Training
L&D Content
Content
resources
60 were
60 spent on for 2016

50 50
Process, Procedures,
Process, Procedures,
Business Process,
Business Process,
40 40 Technical
Technical
Integrity and Compliance
Integrity and Compliance

30 30 New New
Hire Onboarding
Hire Onboarding

20 20 Leadership Training
Leadership Training

10 10 Professional SkillsSkills
Professional
Development
Development

0 OtherOther
0
TotalTotal

Top 3 training content most L&D resources were spent on for 2016:

1. Process, Procedures, Business Process, Technical

2. Professional Skills Development
3. Leadership Training

These appear to be the top training content regardless of the type of ownership
and company size.
 Per Company Size
Per
PerCompany
CompanySize
Size
80
80 Other
Other

70
70
Professional
ProfessionalSkills
Skills
60
60
Development
Development
50
50
Leadership
LeadershipTraining
Training
40
40

30
30 New
NewHire
HireOnboarding
Onboarding

20
20
Integrity
Integrityand
and Compliance
10
10 Compliance
00
Process,
Process,Procedures,
Procedures,
Large
Large(1000
(1000and
and Medium
Medium(200-
(200- Small
Small(1-199
(1-199 Business
BusinessProcess,
Process,
more
more 999
999employees)
employees) employees)
employees) Technical
Technical
employees)
employees)

Per
Per Type of Company
Ownership Size
80 Per Type of Ownership Other

70120
Other
Professional Skills
60
100 Development
50 Professional Skills
80 Leadership Training
Development
40
Leadership Training
60
30 New Hire Onboarding
40 New Hire Onboarding
20
Integrity and
10 20 Integrity and Compliance
Compliance
0 0
Process,
Process, Procedures,
Procedures,
Large (1000
Local/ and owned
Filipino MediumMulti-national/
(200- SmallForeign
(1-199 Business Process,
more 999 employees) owned
employees) Business Process, Technical
Technical
employees)
 L&D Competencies
vement Training Methodologies
aluation
Literacy
Our respondents
Mentoring
gement said that these
interventions were
Design Simulation exercises implemented in their
Acumen Cross-posting organizations:

unction Job rotation 1. Classroom-

Total
based methods
gement (presentations,
Job shadowing
gement workshops, lectures)
On the job coaching/ training 2. On the job
gement coaching/ training
Online courses and materials 3. Online courses and
Mastery materials
Delivery Classroom-based methods (presentations, 4. Mentoring
workshops, lectures) 5. Simulation
ractices exercises
0 5 10 15 20 25 30 35 40 45 50

Per Company Size

Small Mid Size Large

Companies Companies Companies

8 11 11 Mentoring

6 11 11 Simulation exercises

3 5 7 Cross-posting

7 9 7 Job rotation
5 12 9 Job shadowing
13 13 17 On the job coaching/ training
9 9 12 Online courses and materials
Classroom-based methods (presentations,
16 22 18 workshops, lectures)
 Per Type of Ownership

Per
Per
Type
Type
ofof
Ownership
Ownership
Mentoring
Mentoring

Simulation
Simulation
exercises
exercises

Cross-posting
Cross-posting

JobJob
rotation
rotation Local/
Local/
Filipino
Filipino
owned
owned

JobJob
shadowing
shadowing
Multi-national/
Multi-national/
Foreign
Foreign
On-the-job
On-the-job
training/
training/
… … owned
owned

Online
Online
courses
courses
andand
… …

Classroom-based
Classroom-based
… …

0 0 10 1020 2030 3040 4050 5060 60

Learning Measurement
Transfer of Learning Measurement
Transfer of Learning Measurement

34% 34%
No No
Yes
Yes
66%

When asked if there is a system or process in place that ensures and measures
transfer of learning in the organization, 66% said Yes.
 Levels of Training Evaluation used
Training
Training
Evaluation
Evaluation

Level
Level
4 (Results)
4 (Results)

Total
Total Level
Level
3 (Application)
3 (Application)
Level
Level
2 (Learning)
2 (Learning)
Level
Level
1 (Reaction)
1 (Reaction)

0 0 10 10 20 20 30 30 40 40 50 50

Most of our respondents measure up to Level 2 and Level 3 Evaluation. The ability
to measure up to Level 4 has been a consistent struggle for L&D practitioners.
This is probably the reason why Measurement and Evaluation was identified as a
critical competency that needs to be developed by L&D professionals.

Per Company Size Per

PerCompany
CompanySize
Size
25
25

20
20

15 Level 1 (Reaction)
15 Level 1 (Reaction)
Level 2 (Learning)
10 Level 2 (Learning)
10 Level 3 (Application)
Level 3 (Application)
Level 4 (Results)
5 Level 4 (Results)
5

0
0
Large (1000 and Medium (200-999 Small (1-199
moreLarge (1000 and employees)
employees) Medium (200-999 employees)
Small (1-199
more employees) employees) employees)
 Per
Per Type of Ownership
PerType
TypeofofOwnership
Ownership
35
35
30
30
25
25
20 Level 1 (Reaction)
20 Level 1 (Reaction)
Level 2 (Learning)
15 Level 2 (Learning)
15
Level 3 (Application)
Level 3 (Application)
10
10 Level 4 (Results)
Level 4 (Results)
5
5
0
0
Local/ Filipino owned Multi-national/ Foreign
Local/ Filipino owned Multi-national/ Foreign
owned
owned
V. L&D BEST PRACTICES AND
CHALLENGES
L&D Strengths

The following initiatives

are considered strengths
by our respondents:
Onboarding new hires
1. Onboarding new
hires
Designing and delivering programs that drive
2. Designing and
better performance delivering programs
that drive better
Ensuring targeted solutions are provided to performance
address the L&D needs of every department 3. Ensuring targeted
in the organization solutions are
provided to address
the L&D needs of
Partnering with the business and ensure L&D every department in
goals impact organizational goals the organization
4. Partnering with the
business and ensure
Building a pool of capable L&D successors and L&D goals impact
catalysts in each department organizational goals
5. Building a pool
of capable L&D
None. We are still enhancing our capabilities successors and
catalysts in each
department
Enhancing confidence and credibility to extend
L&D staff influence Here are some ways
these can be achieved:
Other
1. Build strong
0 5 10 15 20 25 30 35 partnership with the
business leaders
2. Find the right
training partners/
vendors
3. Strengthen L&D
capabilities
4. Implement ADDIE
rigorously
Per Company Size

Small Mid Size Large

Companies Companies Companies

6 13 10
Onboarding new hires
7 11 9
Designing and delivering programs
that drive better performance
7 8 7
Ensuring targeted solutions are provided to address
the L&D needs of every department in the organization
4 5 13
Partnering with the business and ensure
L&D goals impact organizational goals
1 5 7
Building a pool of capable L&D successors
and catalysts in each department
5 5 2
None. We are still enhancing our capabilities
1 5 5
Enhancing confidence and credibility
to extend L&D staff influence

0 0 1
Other
 Per Type of Ownership
Per Type of Ownership
Onboarding new hires

Designing and delivering programs

that drive better performance
Ensuring targeted solutions are
provided to address the L&D needs…
Partnering with the business and
ensure L&D goals impact… Loc

Building a pool of capable L&D Mul

successors and catalysts in each … (blan

Per Type of Ownership

None. We are still enhancing our
capabilities.
Enhancing confidence and credibility
to extend L&D staff influence

Other

0 5 10 15 20 25 30 35
…

Local/ Filipino owned

Multi-national/ Foreign owned
… (blank)

0 5 10 15 20 25 30 35
L&D Challenges

Designing and delivering programs but not able to

measure its impact to the business

Lack of resources to implement L&D initiatives

On boarding L&D staff that have the right skills.

Getting the higher leadership’s support for some

L&D initiatives

0 5 10 15 20 25 30 35

With the high demand in developing the

organizational talent pool, L&D teams are put in a
very challenging spot.

Our respondents shared the top challenges they

faced in 2016:

1. Designing and delivering programs but not

able to measure its impact to the business
2. Getting the higher leadership’s support for
some L&D initiatives
3. Lack of resources to implement L&D initiatives

Some respondents also mentioned Budget and

Employee participation as challenges.

According to the respondents, here are some

ways they are planning to do to address these
challenges:

1. Enhance measurement and evaluation

practices
2. Partner with industry experts
3. Make better L&D pitches
 Chart Title
14
Per Company Size
12

14 10

12
8
10 Large (1000
6 and more
8
employees)
6 4

4
2 Medium (200
2 999
employees)
0 0
GettingGetting
the On theboarding
On boarding Lack Lack
of ofDesigningDesigning Other
Other
higher higher L&D staff resources
L&D staff resources to to and and
leadership's
leadership's that
that have have
the implement
implement delivering
delivering Small (1-199
supportsupport for skills.
for right the right L&D L&Dprograms programs
but employees)
some some
of the of the skills.initiatives.
initiatives. but not
not able to able
L&D L&D to measure
measure its
initiatives.
initiatives. its
impact toimpact
the to
the
business.
business.

Large (1000 and more employees)

Medium (200-999 employees)
Small (1-199 employees)
 Per Type of Ownership

35

30 Per Type of Ownership

20
25
18
16 20
14
12 15
10
10
8 Multi-national/
Foreign
6 5 owned
4
0
2
Getting the On boarding Lack of Designing Other Local/ Filipino
0 higher L&D staff resources to and owned
leadership's
Getting the Onthatboarding
have the implement
Lack of delivering
Designing Other
support forL&D
higher right skills.
staff L&D to programs
that resources but
and delivering
leadership's initiatives. programs
some of thehave the right implement not able tobut
supportL&Dfor skills. L&D measure
not ableits
to
someinitiatives.
of the initiatives. impact to the
measure its
L&D business.
impact to the
initiatives. business.

Local/ Filipino owned Multi-national/ Foreign owned

Areas where your organization plans
to invest in training

Priority Areas
Priority Areas
Leadership and Management

Technical Skills

Personal Effectiveness

Customer Service

Quality and improvement

Total
Values Orientation

New Employee Orientation

Other

Indirect/alternative courses

0 10 20 30 40 50

In the next 2 years, investment priority areas for Training and Development
are as follows:

1. Leadership and Management

2. Technical Skills
3. Personal Effectiveness
4. Customer Service
5. Quality and Improvement

Values Orientation seems to be a priority as well for Mid-size organizations.

Per Company Size

Small Mid Size Large

Companies Companies Companies

11 19 17 Leadership and Management

9 16 14 Technical Skills

10 11 7 Personal Effectiveness
6 13 6 Customer Service

5 8 9 Quality and Improvement

5 9 5 Values Orientation
5 6 5 New Employee Orientation
0 3 2 Other
1 1 13 Indirect/ alternative courses

Per Type of Ownership

28 19 Leadership and Management

26 13 Technical Skills

19 9 Personal Effectiveness
17 8 Customer Service

13 9 Quality and Improvement

12 7 Values Orientation
8 8 New Employee Orientation
2 3 Other
2 3 Indirect/ alternative courses
Local/ Filipino Multi-national/
owned Foreign
owned
In the next 2 years, the number of
training offerings will

2%
24%
2%
24%
Decrease or streamlined
Decrease or streamlined
Increase
Increase

Remain
Remainthe same
the same
74% 74%

Learning and Development leaders are now faced with challenges in various
aspects of talent development. Our respondents shared their insights
on how L&D leaders can be effective and successful in addressing these
challenges.

Here’s a summary of what we’ve gathered:

1. Deep understanding of L&D’s role and impact in the organization through

research and learning analytics.

2. Fostering creativity and innovation to adapt to rapid and frequent

organizational changes.

3. Building stronger network and relationships and positioning L&D as a

strategic partner in achieving business success.

4. Strengthening L&D competencies by continuous learning and keeping

abreast with new techniques/ methodologies, technologies, and trends.

5. Partnering with industry experts to gain insights and bringing best

practices that are appropriate and relevant to the organization.
PROFILE OF
RESPONDENTS

Looking into the Future

For next year, PSTD plans to do an even more
in-depth study delving into trends and opportunities
facing the L&D industry.

Contributors: Send your feedback

and suggestions to
Survey launch and Data Collection improve the study or
PSTD Secretariat other research ideas
to the PSTD Research
Committee Chair
Data Analysis and Interpretation
- Marby Tabungar
Genpact Training and Quality (marby.tabungar@
gmail.com)
Publication Printing
Meralco Power Academy

Graphic Design and Layout

Norman M. Baluyot
PSTD

Research Lead
Marby Bustalinio- Tabungar
Training and Quality Manager
Genpact
www.pstd.org