Ch 13 the Future of Training and Develop

7/30/2019 Ch 13 the Future of Training and Develop

1/38

The Future of Trainingand Development

Chapter 13


2/38

Future Trends that will

Affect Training New technologies Virtual work arrangements

Speed of preparation and delivery Use of multiple delivery methods

Capture and share intellectual capital


3/38

Future Trends that will

Affect Training continued Emphasis on performance analysis

and training will be more closely tied

to business environment Outsource training

Changed emphasis on importance of

training


4/38

New Technologies The use of online learning, mobile learning(iPods), and other new technologies willlikely increase in the future because:

new technology costs will decrease companies can use technology to better

prepare employees to service customers andgenerate new business

training costs will be substantially reducedthrough use of new technologies


5/38

New Technologies

continued Can incorporate simulated workenvironment through technologies

Can deliver training at any time toany employee at any location


6/38

Virtual Work

Arrangements location, organization structure, andemployment relationships are not

limiting factors Virtual work arrangements include:

virtual teams

telecommuting


7/38

Virtual Work

Arrangements continued Companies need to invest in methodsof digital collaboration

Teams and employees will continue toneed tools to facilitate training/learning


8/38

Criticisms of the Traditional

Training Design Model Linear learning approach driven by

subject-matter experts

Traditional training focuses on a step-by-step rational approach and the conceptthat training content is stable

Traditional training takes too long by

todays standards


9/38

Rapid Instructional

Design (RID) Use a group of techniques to learnmore quickly

Instructional content and processcan be developed separately

Funding can be moved around as

needed between design and delivery


10/38

Intellectual Capital Companies will look for ways to turnemployee knowledge into company

asset. Trainers will manage knowledge and

coordinate organizational learning


11/38

Embedded learning

learning that occurs on the job as neededIt involves collaboration and nonlearningtechnologies such as instant messaging

Integrated with knowledge management

Prevalent in future because employees areconstantly learning from Internet

Training occurs at the desktop rather than aclassroom


12/38

Functional Areas andApplications of Real-Time

Extended Business:Resource Management Human Capital Development

Enterprise ResourceManagement

Employee ResourceManagement

Learning ManagementSystems

Product Management

Product Life-CycleManagement

Supply Chain Management

Work Force Management

Customer Relations

Management

Collaborator Management

Structured KnowledgeManagement

Instant Messaging

Collaborative Web-Conferencing

Process Management

Work Flow Management

Customer Analytics

Work Force Analytics

Business ProcessManagement


13/38

Learning Management

Systems Used to automate the administration ofonline learning systems

Can help companies: reduce travel costs reduce time for program completion

increase employees accessibility to training

provide tracking capabilities program completion and course enrollments


14/38

Learning Management

Systems continued Helps with human capital management Human capital management

integrates training with the humanresource function to determine:


15/38

Learning Management

Systems continued how training dollars are spent, and how that expense relates to business

dollars for the company accomplished through software thatincorporates all human resourcemanagement activities with each other


16/38

Business Needs and

Performance Training department will have toshow their worth

They are helping the business functions Shift focus from solution to problem

analysis approach Stay current with trends of company

Determine needs of customers


17/38

Business Needs and

Performance continued Training department focuses on Performance improvement

High performance work systems Learning resources on an as-need basis


18/38

Partnership and

Outsourcing Reasons to outsource training Specialized training and skills Best training practices for least cost

External suppliers consultants, academics, graduate students, or companiesin the entertainment and mass communicationsindustries

External suppliers of training

Sole providers Partners


19/38

Training Outsourcing-Application

Service Provider (ASP) Application service provider (ASP)

a company that rents out access to

software for a specific application Company resources not paying for

internal network or intranet

Save on training facility costs (renting,building, maintaining)


20/38

Training and Development from

a Change Model Perspective: Conditions necessary for new training ordevelopment practices to be successfullyimplemented: employees must understand the reasons for change and

agree with those reasons employees must have the skills needed to implement thechange

employees must see that managers and other employeesin power positions support the change

organizational structures such as compensation and

performance management systems must support thechange


21/38

Training and Development from aChange Model Perspective:

continued Different types of change-related

problems occur depending on the

organizational component that isinfluenced by the change


22/38


continued The process of change is based on

the interaction among four

components of the organization: task employees

formal organization arrangements informal organization


23/38


continued Four change-related problems need to be

considered for any new training practice: Resistance to changemanagers and

employees unwillingness to change Loss of control change to managers and

employees ability to obtain and distributevaluable resources such as data, information,

or money


24/38


continued Power imbalance the ability to

influence others. Managers may lose theability to influence employees asemployees gain access to databases andother information

Task redefinition creates changes in

managers and employees roles and jobresponsibilities


25/38

A Change Model


26/38

Steps in Change Process Identify the problem or opportunity Identify possible solutions

Communicate Choose and announce the action as

soon as possible

Execute Follow up, reevaluate, and modify


27/38

Methods to Determine

Whether Change is Necessary ?????

?????

?????


28/38

Benchmarking Benchmarking is the practice offinding examples of excellent

products, services, or systems (i.e.,best practices)


29/38

Benchmarking continued Trainers need to take several things into accountwhen benchmarking: information about internal processes must be

gathered to serve as a comparison for bestpractices the purpose of benchmarking and the practice

to be benchmarked must be clearly identified upper-level management needs to be committed

to it Quantitative and qualitative data should be

collected


30/38

Methods to Determine WhetherChange is Necessary: Process

Reengineering Reengineering: complete review of critical

processes and redesign

Trainers reevaluate their training to meetreengineered critical processes

Reengineering is critical to ensuring thatthe benefits of new training and

development programs can be realized


31/38

Reengineering continued Reengineering is important when trying to: deliver training using new technology

streamline administrative processes andimprove the services the training departmentoffers

review the training department functions

review a specific training program ordevelopment program practice


32/38

The ReengineeringProcess


33/38

Organizational

Development Is a planned, systematic change process that usesbehavioral science knowledge and techniques toimprove companies effectiveness by improvingrelationships and increasing learning and problem-

solving capabilities Helps create a learning environment throughincreased trust, confrontation of problems,employee empowerment and participation,knowledge sharing, work design, and cooperation

between groups, and through allowing employeesto maximize their skills and grow


34/38

Key Issues in

Implementing Change Organization management Change management

Change Interventions


35/38

Change Management Change management is the process of ensuringthat new interventions such as training practicesare accepted and used by employees and managers

Four issues need to be addressed to facilitate thechange management process: overcoming resistance to change managing the transition to the new practice shaping political dynamics

using training to understand new tasks


36/38

Change ManagementSteps

1. Overcoming

Resistance To Change

2. Managing The

Transition

3. Shaping Political

Dynamics

4. Using Training To

Explain New Tasks


37/38

Management Misconceptions

about Training ????

????

???? ????

????


38/38

Change Interventions

Survey Feedback

Process Consultation

Group Interventions

Documents

Ch 13 the Future of Training and Develop