The Future of Training and Development

Chapter 13

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

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

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

New Technologies continued

Can incorporate simulated work environment through technologies Can deliver training at any time to any employee at any location

Virtual Work Arrangements

location, organization structure, and employment relationships are not limiting factors Virtual work arrangements include:
virtual teams telecommuting

Virtual Work Arrangements continued

Companies need to invest in methods of digital collaboration Teams and employees will continue to need tools to facilitate training/ learning

Criticisms of the Traditional Training Design Model

Linear learning approach driven by subject-matter experts Traditional training focuses on a step-bystep rational approach and the concept that training content is stable Traditional training takes too long by todays standards

Rapid Instructional Design (RID)

Use a group of techniques to learn more quickly Instructional content and process can be developed separately Funding can be moved around as needed between design and delivery

Intellectual Capital
Companies will look for ways to turn employee knowledge into company asset. Trainers will manage knowledge and coordinate organizational learning

Embedded learning
learning that occurs on the job as needed It involves collaboration and nonlearning technologies such as instant messaging
Integrated with knowledge management Prevalent in future because employees are constantly learning from Internet

Training occurs at the desktop rather than a classroom

Functional Areas and Applications of Real-Time Extended Business:

Resource Management
Human Capital Development Enterprise Resource Management Employee Resource Management Learning Management Systems

Collaborator Management
Structured Knowledge Management Instant Messaging Collaborative WebConferencing

Product Management

Process Management
Work Flow Management Customer Analytics Work Force Analytics Business Process Management

Product Life-Cycle Management Supply Chain Management Work Force Management Customer Relations Management

Learning Management Systems

Used to automate the administration of online 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

Learning Management Systems continued

Helps with human capital management Human capital management integrates training with the human resource function to determine:

Learning Management Systems continued

how training dollars are spent, and how that expense relates to business dollars for the company accomplished through software that incorporates all human resource management activities with each other

Business Needs and Performance

Training department will have to show 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

Business Needs and Performance continued

Training department focuses on
Performance improvement High performance work systems Learning resources on an as-need basis

Partnership and Outsourcing

Reasons to outsource training
External suppliers
Specialized training and skills Best training practices for least cost consultants, academics, graduate students, or companies in the entertainment and mass communications industries Sole providers Partners

External suppliers of training

Training OutsourcingApplication 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)

Training and Development from a Change Model Perspective:

Conditions necessary for new training or development practices to be successfully implemented:
employees must understand the reasons for change and agree with those reasons employees must have the skills needed to implement the change employees must see that managers and other employees in power positions support the change organizational structures such as compensation and performance management systems must support the change

Training and Development from a Change Model Perspective: continued

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: continued

The process of change is based on the interaction among four components of the organization:
task employees formal organization arrangements informal organization

Training and Development from a Change Model Perspective: continued

Four change-related problems need to be considered for any new training practice:
Resistance to change managers and employees unwillingness to change Loss of control change to managers and employees ability to obtain and distribute valuable resources such as data, information, or money

Training and Development from a Change Model Perspective: continued

Power imbalance the ability to influence others. Managers may lose the ability to influence employees as employees gain access to databases and other information Task redefinition creates changes in managers and employees roles and job responsibilities

A Change Model

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

Methods to Determine Whether Change is Necessary

????? ????? ?????

Benchmarking
Benchmarking is the practice of finding examples of excellent products, services, or systems (i.e., best practices)

Benchmarking continued
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 identified upper-level management needs to be committed to it Quantitative and qualitative data should be collected

Methods to Determine Whether Change is Necessary: Process

Reengineering

Reengineering: complete review of critical processes and redesign Trainers reevaluate their training to meet reengineered critical processes Reengineering is critical to ensuring that the benefits of new training and development programs can be realized

Reengineering continued
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

The Reengineering Process

Organizational Development
Is a planned, systematic change process that uses behavioral science knowledge and techniques to improve companies effectiveness by improving relationships and increasing learning and problemsolving capabilities Helps create a learning environment through increased trust, confrontation of problems, employee empowerment and participation, knowledge sharing, work design, and cooperation between groups, and through allowing employees to maximize their skills and grow

Key Issues in Implementing Change

Organization management Change management Change Interventions

Change Management
Change management is the process of ensuring that new interventions such as training practices are accepted and used by employees and managers Four issues need to be addressed to facilitate the change management process:
overcoming resistance to change managing the transition to the new practice shaping political dynamics using training to understand new tasks

Change Management Steps

4. Using Training To Explain New Tasks 1. Overcoming Resistance To Change

3. Shaping Political Dynamics

2. Managing The Transition

Management Misconceptions about Training

???? ???? ???? ???? ????

Change Interventions
Survey Feedback Process Consultation

Group Interventions