future of training & development

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Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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1313Chapter

The Future ofTraining andDevelopment


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ObjectivesObjectivesAfter reading this chapter, you should be able to:After reading this chapter, you should be able to:

1. Identify the future trends that are likely to

influence training departments and trainers.

2. Discuss how these future trends may impacttraining delivery and administration as well

as the strategic role of the training

department.

3. Describe the components of the change

model and how they can be used to introduce

a new training method.


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ObjectivesObjectives (continued)(continued)

4. Benchmark current training practices.

5. Discuss how process reengineering can beused to review and redesign training

administration practices.


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Future Trends Affecting TrainingFuture Trends Affecting Training

The use of new technologies for training

delivery will increase.

Demand for training for virtual workarrangements will rise.

Emphasis on storage and use of intellectual

capital will rise.

Training departments will become virtual

training organizations.


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Future TrendsFuture Trends (continued)(continued)

Training will focus on business needs and

performance.

Training departments will develop partnershipsand outsource.

Training and development will be viewed more

from a change model perspective.


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The use of new technologies for trainingThe use of new technologies for trainingdelivery:delivery:

Cost of these new technologies will decrease.

Training costs will be substantially reduced

through use of new technologies.

Technologies allow trainers to build into training

many of the desirable features of a learning

environment.

Technology will allow training to be delivered tocontingent, decentralized employees in a timely,

effective manner.


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Demand for training for virtual workDemand for training for virtual workarrangements:arrangements:

Virtual work arrangementsVirtual work arrangements

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.


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Training departments will better store andTraining departments will better store anduse intellectual capital:use intellectual capital:

New technologies such as Lotus Notes and

Intranets as well as growing emphasis on creating

a learning organization mean that companies will

increasingly seek ways to turn employeesknowledge into a shared company asset.

Trainers and the training department likely will be

charged with managing knowledge andcoordinating organizational learning.


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Training departments will become virtualTraining departments will become virtualtraining organizations:training organizations:

Virtual training organizationVirtual training organization refers to the

companys training function viewing

managers, business units, and employees asinternal customers.

As a result, the training function needs to

show how training relates to the bottomline.


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Virtual training organizationsVirtual training organizations (continued)(continued)

In the future, training departments will need to

focus on providing evidence that:

Skills transfer to the workplace.

Training is related to individual and group

performance.

Trainers and managers will need to ensure that they

can show the relationship between training and: Specific business goals.

Employee and team performance.


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Training will focus on business needs andTraining will focus on business needs andperformance:performance:

Training departments will have to ensure that they

are seen as helping the business functions to meet

their needs.

Requires a shift from training as the solutionthe solution to

business problems to aperformance analysisperformance analysis

approachapproach.

Involves identifying performance gaps ordeficiencies and examining training as one possible

solution for the business units (internal customers).


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Focus on business needs andFocus on business needs andperformance:performance: (continued)(continued)

Training departments responsibilities will likely

include a greater focus on producing systems that

employees can use for information on an as-

needed basis.

This need is driven by:

The use of contingent employees.

Increased flexibility necessary to adapt productsand services to meet customers needs.


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Training departments will developTraining departments will developpartnerships and outsource:partnerships and outsource:

Companies are increasing their use of external

suppliers of training due to:

Shrinking training staffs resulting from downsizing.

Development of specialized new knowledge that

employees need to learn.

Varying demand for training services.

External suppliers may include consultants,academics, graduate students, and companies in

the entertainment and mass communication

industries.


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Viewing training and development from aViewing training and development from achange model perspective:change model perspective:

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.


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Change model perspectiveChange model perspective (continued)(continued)

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.


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Four change-related problems need to be

considered for any new training practice:

Resistance to change Control

Power

Task redefinition


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Components of

the organization

Change-related

problems

Resistance

to Change

Loss of

Control

Formal

Organizational

Arrangements

Power

Imbalance

Task

Redefinition

Challenges

Individual

Employees

Task

Informal

Organization

A Change Model


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Determining if change is necessary:Determining if change is necessary:Benchmarking and process engineeringBenchmarking and process engineering

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 companies

practices to ensure that their training practices arethe best possible.


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Determining if change is necessary:Determining if change is necessary:(continued)(continued)

BenchmarkingBenchmarkingprovides information about other

companies 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 bebenchmarked must be clearly identified.

Upper-level management needs to be committed to it.

Quantitative and qualitative data should be collected.


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Process reengineeringProcess reengineeringprovides information about

the effectiveness and efficiency of training

systems within the company.

Trainers need to understand their current training

practices and processes and evaluate them to

determine what should be changed.

Reengineering is critical to ensuring that thebenefits of new training and development

programs can be realized.


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Reengineering is important when trying to:

Deliver training using new technology.

Streamline administrative processes and improve

the services the training department offers.

Review the training department functions.

Review a specific training program or development

program practice.


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Reengineering involves four steps:

Identify the process to be reengineered.

Understand the process. Redesign the process.

Implement the new process.


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The Reengineering Process

Identify theProcess to Be

Reengineered

Understand the

Process

Feedback

Redesign the

Process

Implement the

New Process


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Steps In Implementing ChangeSteps In Implementing Change

Overcoming Resistance

To Change

Managing The TransitionShaping Political

Dynamics

Using Training To

Understand New Tasks


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Managers Misconceptions About TrainingManagers Misconceptions About Training

Training is not valuable.

Training is an expense, 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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Change InterventionsChange Interventions

Survey Feedback

Process Consultation

Group Interventions

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