One of the most daunting talent management challenges in organizations is something we call "talent mobility" - the ability of an organization to enable and direct the movement of people from role to role.  In today's business environment this includes lateral movement, upward movement within a role, movement into leadership, movement into international assignments, movement into functional specialties, movement into developmental or exploratory assignments, and often movement from part-time to full-time or vice-versa. When we launched our High Impact Succession Management® research in 2009 we noted that one of the most common attributes of high-performing, enduring organizations is what we call "Transparent Talent Mobility. "  The reason for this is that businesses constantly change - and without the flexibility to regularly move people within the company it becomes difficult to adapt to changing business conditions.  In fact our four-stage succession management model actually defines level 4 succession management as such, forcing our clients to understand that succession management is not really an end in itself, but rather a very special case of organizational talent mobility.
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2009 saw another shift in training delivery methods, as L&D organizations continued to search for ways to save money. Our research shows that use of online delivery - including self-study e-learning and virtual classroom training - reached an all-time high, with 33% of training hours delivered by these methods. (For more information, see The Corporate Learning Factbook 2010 report. ) The increase came primarily at the expense of instructor-led classroom training (ILT). Although ILT remained the dominant delivery method (accounting for 60% of training hours delivered), its use has declined.
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