To drive into Henley Business School you must cross a cattle grid. The cattle are there in all weathers and they have a simple strategy for handling bad conditions – they stick together, they sit down, they study the landscape. Throughout 2009 I have met managing directors, CEO’s, HR directors and learning & development professionals who tell me they have adopted a similar pragmatic, level-headed, measured approach when faced with the tumultuous economic climate we have endured.

Rather than axing development budgets they have sought more impactful interventions closely aligned to business objectives and rather than cutting leadership development they have focused effort on those individuals who they expect will lead their organisations into a future yet to be created. Softer skills; in leadership styles and in coaching for instance, that bring out the very best in people and facilitate team working have also been a priority.

The objective of the survey was to discover the issues that will be the focus of attention for senior HR and L & D professionals in 2010. The survey generated nearly 120 responses, over 60% of which were from HR directors, vice presidents or heads of HR or learning & development in some of the UK’s largest employers. Once comment seemed to sum up the perception of 2010 as a year when the priority will be, ‘For all levels, including senior management, adjusting and revising many very fundamental values and ways of working.’

Perhaps reflecting that new times need a new type of leader to navigate them, respondents indicated a significant focus on leadership development in 2010 – particularly at middle management level. They also anticipate focusing on high-potentials as they grow and develop to move their businesses into an uncertain future. One respondent reflected their focus is: “To ride out the storm that has been created by the recession without losing our A-teams.”

Creativity, innovation, sustainability and strategic customer management all make a showing – albeit modest – in HR leaders priority listings for 2010. Though the Results indicate some reticence about these subject areas – placing them lower down their ‘Top 5’ ranking – they are nevertheless featured in the mainstream management development agenda. Is this an acceptance that new approaches are needed to both old and new problems?

While 61% said developing a coaching culture was one of their top 5 priorities only 9% made it their number 1 priority. Could this reflect an uncertainty about how to go about it or a concern as to whether the senior team will support the initiative?

On sustainability 53% stated this as an L & D priority but 68% ranked it only 3 – 5 in their top 5 priorities – it’s on the agenda – but not top of it as yet.