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The Future of Training and Development
McGraw-Hill/Irwin
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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
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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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
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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
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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Technologies allow trainers to build into training many of the desirable features of a learning environment Technology will allow training to be delivered to contingent, decentralized employees in a timely, effective manner
McGraw-Hill/Irwin
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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 Notes and intranets growing emphasis on creating a learning organization
McGraw-Hill/Irwin
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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 to track program completion and course enrollments
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
13 - 8
Important for human capital management Human capital management 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
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
13 - 9
an LMS will
benefit employees improve business functions contribute to overall business strategy and goals
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
2005 The McGraw-Hill Companies, Inc. All rights reserved.
13 - 10
Collaborator Management
Structured Knowledge Management Instant Messaging Collaborative Web-Conferencing
Product Management
Product Life-Cycle Management Supply Chain Management Work Force Management Customer Relations Management
Process Management
Work Flow Management Customer Analytics Work Force Analytics Business Process Management
McGraw-Hill/Irwin
13 - 11
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 solution to business problems to a performance analysis approach
Involves identifying performance gaps or deficiencies and examining training as one possible solution for the business units (the customers)
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
13 - 12
Training departments responsibilities will include a greater focus on systems that employees can use for information on an as-needed basis
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
13 - 13
McGraw-Hill/Irwin
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McGraw-Hill/Irwin
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Different types of change-related problems occur depending on the organizational component that is influenced by the change
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
13 - 17
McGraw-Hill/Irwin
13 - 18
A Change Model
Power Imbalance Informal Organization Task Redefinition Challenges
Task
Loss of Control
Individual
Components of the organization Change-related problems
McGraw-Hill/Irwin
Resistance to Change
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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benchmarked Identify comparable companies Determine data collection methods and collect data Determine current performance levels Project future performance levels
7. 8. 9. 10.
results and gain acceptance Establish functional goals Develop action plans Implement action plans and monitor progress Recalibrate benchmarks
McGraw-Hill/Irwin
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Methods to Determine Whether Change is Necessary: Process Reengineering (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 and evaluate them to determine what should be changed Reengineering is critical to ensuring that the benefits of new training and development programs can be realized
McGraw-Hill/Irwin
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 administrative processes and improve the services the training department offers Review the training department functions Review a specific training program or development program practice
McGraw-Hill/Irwin
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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
McGraw-Hill/Irwin
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Feedback
McGraw-Hill/Irwin
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McGraw-Hill/Irwin
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McGraw-Hill/Irwin
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McGraw-Hill/Irwin
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Change Interventions
Survey Feedback
Process Consultation
Group Interventions
McGraw-Hill/Irwin
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