Training and Dev

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The Future Aspects of Training and Development

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw Hill Companies, Inc. All rights reserved.

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Training ng Future Trends That Will Affect Traini (1 of 2)

1.

The use of new technologies for training delivery will increase

2.

Demand for training for virtual work arrangements will rise

3.

Emphasis on capture and storage and use of intellectual capital will increase

4.

Companies will rely on learning management systems, integration with business processes, and real-time learning

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw Hill Companies, Inc. All rights reserved.

13 2

 

Training ng Future Trends That Will Affect Traini (2 of 2)

5.

Training will focus on business needs and  performance

6.

Training departments will develop partnerships and will outsource

7.

Training and development will be viewed more from a change model perspective

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw Hill Companies, Inc. All rights reserved.

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New Technologies for Training Delivery (1 of 2)

Cost of these new technologies will decrease

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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New Technologies for Training Delivery (2 of 2)

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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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

coordinate organizational learning

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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Learning Management Systems (LMS) (1 of 2)

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 8

 

Learning Management Systems (LMS) (2 of 2)

Important for human capital management   H u man c cap apii tal man manag age eme men n t  –  integrates  integrates training

with the human resource function to determine: how training dollars are spent, and

how that expense relates to business dollars for the company

Accomplished through a software system that integrates all human resource management activities with each other

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

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How should an LMS be developed? 1. Senior management needs to be convinced that

an LMS will   

 benefit employees improve business functions contribute to overall business strategy and goals

2. The company must have an e-learning culture

that supports online learning and encourages employee participation 3. The online learning environment needs to be under the control of the learner

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 

Functional Areas and Applications of RealTime Extended Business: Resource Management   

Human Capital Development



Enterprise Resource Management

 

Employee Resource Management Learning Management Systems

Product Management  

Collaborator Management   

Structured Knowledge Management



Instant Messaging



Collaborative Web-Conferencing

Process Management   



Product Life-Cycle Management Supply Chain Management



Work Flow Management Customer Analytics



Work Force Management



Work Force Analytics



Customer Relations Management



Business Process Management



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 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 11

 

Business Needs and Performance (1 of 2)

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)

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 12

 

Business Needs and Performance (2 of 2)

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 

Partnerships and Outsourcing

(1 of 2)

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 

Partnerships and Outsourcing

(2 of 2)

Outsourcing  –  the  the reliance on external suppliers

to provide training services A pp ppll i cati ation on s se er vi ce prov pr ovii de derr (AS (A SP)  –  a  a company

that rents out access to software for a specific application

Major benefit is that company resources are not used to purchase or maintain an internal network or intranet

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 15

 

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 16

 

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 

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

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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 McGraw-Hill/Irwin  McGraw-Hill/I rwin  

 A Change Model Power Imbalance Informal Organization

Task Redefinition Challenges

Formal Organizational Arrangements

Task

Individual Components of the organization Change-related problems

Resistance to Change

Loss of Control

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 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 20

 

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 21

 

 Xerox’s s Benchmarking Benchmarking Practices Practices  Example: Xerox’ 1. Identify what is to be

benchmarked 2. Identify comparable

companies 3. Determine data collection

methods and collect data 4. Determine current

performance levels 5. Project future performance

levels

6. Communicate benchmark

results and gain acceptance 7. Establish functional goals 8. Develop action plans 9. Implement action plans

and monitor progress 10. Recalibrate benchmarks

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 22

 

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 23

 

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

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 24

 

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

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

13 - 25

 

The Reengineering Process

Identify the Process to Be Reengineered

Understand the Process

Implement the New Process

Redesign the Process

Feedback

 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13 - 26

 

Organization Development and Change Management Organization Development  Development 

Change Management  Management 

Planned, systematic change process that uses behavioral science knowledge and techniques to improve companies’ effectiveness by

The process of ensuring that new interventions such as training practices are accepted and used by employees and managers

improving relationships and increasing learning and problem-solving capabilities

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 McGraw-Hill/Irwin  McGraw-Hill/I rwin  

Change Management Steps

4. Using Training To

1. Overcoming

Explain New Tasks

Resistance To Change

3. Shaping Political Dynamics

2. Managing The Transition

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 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 

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

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 McGraw-Hill/Irwin  McGraw-Hill/I rwin

© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

 

Change Interventions

Survey Feedback

Process Consultation

Group Interventions

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