Companies can use technology to better prepare employees to service customers and generate new business Training costs will be substantially reduced through use of new technologies
Technologies allo allow w trainers to build into training many of the desirable features of a learning environment Technology will allow training to be delivered to contingent, decentralized decen tralized employees in a timely, timely, effective manner
Virtual Work Arrangements Vir tual wor work k ar arrr ange ngeme ments nts : Work that is conducted in a remote location Employee has limited contact with peers Employee able to communicate electronically
Two training challenges: Companies have to invest in training delivery methods that facilitate digital collaboration Teams and employees must be provided the tools they need for finding knowledge
Intellectual Capital Companies will increasingly seek ways to turn employees’ knowledge (intellectual capital ) into a shared company asset because of: software such as Lotus as Lotus Notes and Notes and intranets growing emphasis on creating a learning organization
Trainers and the training department likely will: manage knowledge
Used to automate the administration of online learning systems Can help companies:
reduce travel costs related to training reduce time for program completion
increase employees’ accessibility to training across the business provide administrative capabilities capabilities to track program completion and course enrollments
Training departments will have hav e to ensure that they th ey are seen as helping the business functions to meet their needs Requires a shift from training as the solution to solution to perr f or orman mance ce anal ys ysii s business problems to a pe approach
Involves identifying performance gaps or deficiencies and examining training as one possible solution for the business units (the customers) customers)
Two ways tha thatt training dep departments artments will need to be involved are: (1) focusing on interventions related to performance improvement (2) providing support for high-performance work systems
Training departments’ d epartments’ responsibilities will include includ e a greater focus on systems that employees can use for information on an as-needed basis
Companies are turning to external suppliers for their training services because: downsizing has caused reductions in training staffs employees are needing to learn specialized new knowledge demand for training services is fluctuating
External suppliers can be used as partners or as sole providers of training services
Training and Development from a Change Model Perspective: (1 of 3) For new training or development practices to be successfully implemented, they must first be accepted by managers, upper management, and employees For managers and employees, change is not easy Resistance to new training and development practices is likely Training and development should be viewed from a change model perspective
Training and Development from a Change Model Perspective: (2 of 3) The process of change is based on the interaction among four components of the organization: Task Employees Formal organization arrangements Informal organization
Different types of change-related problems occur depending on the organizational component that is influenced by the change
Training and Development from a Change Model Perspective: (3 of 3) Four change-related problems need to be considered for any new training practice: Resistance to change Control Power Task redefinition
Methods to Determine Whether Change is Necessary Viewing training from a systems perspective means that companies and trainers need to understand both internal and external environments They need to understand the effectiveness and efficiency of current training practices They need to be aware of other comp companies’ anies’ practices to ensure that their training practices are the best possible
Methods to Determine Whether Change is Necessary: Benchmarking Benchmarking provides information about other companies’ practices practices Trainers need to take several things into account when benchmarking: Information about internal processes must be gathered to serve as a comparison for best practices The purpose of benchmarking and the practice to be benchmarked must be clearly clearly identified Upper-level management management needs to be committed to it Quantitative and qualitative data should be collected
Methods to Determine Whether Change is Necessary: Process Reengineerin Reengineering g (1 of 3) Process reengineering provides information about the effectiveness and efficiency of training systems within the company Trainers need to understand their current training practices and processes processe s and evaluate them to determine what should be changed Reengineering is critical to ensuring that the benefits of new training and development develop ment programs can be realized
Methods to Determine Whether Change is Necessary: Process Reengineering (2 of 3) Reengineering is important when trying to: Deliver training using new technology Streamline processes and improve the services theadministrative training department offers Review the training department functions Review a specific training program or development program practice
Methods to Determine Whether Change is Necessary: Process Reengineering (3 of 3) Reengineering involves four steps: Identify the process to be reengineered Understand the process Redesign the process Implement the new process
Managers’ Misconceptions About Training Training is not valuable v aluable Training is an expense, expen se, not an investment Anybody can be a trainer The training department is a good place to put poor performers Training is the responsibility of the trainers