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Training Design Process

Training Design Process. Roles of Trainers. Designing curriculum for learning Improving human performance Delivering training Measuring and evaluating Facilitating change Managing the learning function and knowledge Coaching and developing Career planning. Question.

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Training Design Process

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  1. Training Design Process

  2. Roles of Trainers • Designing curriculum for learning • Improving human performance • Delivering training • Measuring and evaluating • Facilitating change • Managing the learning function and knowledge • Coaching and developing • Career planning

  3. Question • What issues, problems, events etc. signal a need for training in organizations?

  4. Forces Influencing the Workplaceand Training: (1 of 2) • Performance problems (individual, department or organization level) • Technology changes • Internal/External customer requests for training or complaints about service etc. • Work re-design • New legislation

  5. Forces Influencing the Workplaceand Training: (2 of 2) • Customer or Product changes • New jobs or New employees • Basic skill deficiencies

  6. ASTD 2008 State of the Industry Report Data Source • Data come from 2 samples: • BMF – benchmarking forum is a sample of very large global organizations mostly based in the U.S. • BEST – organizations that won ASTD BEST Awards from all over the world. In 2007, 35 were U.S. based, 1 was India based, and 1 was based in Hong Kong. BEST awards are given for: • Evidence that learning has value in the org’s culture • Evidence of a link between learning and performance • Evidence of innovative learning initiatives

  7. ASTD 2008 State of Industry Report

  8. State of Industry Report Con’t

  9. ASTD 2008Types of Training • Profession or industry specific content comprised the most training content • Managerial/supervisory training • Business processes, procedure, practices • E-Learning

  10. Training & Business Strategy • High Leverage Training • Concentration Strategy • Internal Growth Strategy • External Growth Strategy • Divestment Strategy

  11. Concentration Strategy • Create and maintain a market niche • Goals are to increase market share in our niche and cut costs • Customize products and services to fit our niche • Need to improve and innovate • What are the training implications?

  12. Train to understand market niche • Cross-train employees • Team building • Interpersonal skill training • On the job training

  13. Internal Growth Strategy • Development of new markets & products • Goals are to add products and serve new markets • Need to innovate • What are the training implications?

  14. Train to understand and develop new potential products and markets • Train for technical competence • Train for creative thinking

  15. External Growth Strategy • Involves mergers and acquisitions • Need to integrate new acquisitions • Restructure if needed to eliminate redundancies • What are the training implications?

  16. Train in methods of integration and other more non-traditional organization structures like matrix, use of teams etc. • Team building

  17. Divestment Strategy • Involves cuts and down-sizing • Goals are to cut assets and costs • What are the training implications?

  18. Job search skills • Leadership • Interpersonal communication • Motivation • Goal setting • Stress management • Cross-training

  19. Management Practices • Question: What management practices encourage learning in organizations?

  20. Management Practices • Selfless leadership • Skill-based pay • Performance recognition • Incentives • Tuition refunds • Seminars/Workshops • Weekly hot topics (training modules) • Make it fun • Provide a clear vision for employees that involves learning

  21. 8 Trends You Need to Know Now • Uncertain economic conditions are requiring organizations to re-think how to grow and be profitable. A change of focus from efficiency & effectiveness to creativity & innovation. • Transforming organizational structures to succeed in volatile economic conditions. Examples: more flexible and flat structures, blurred lines between work and home and where work occurs, using virtual teams. Also, outsourcing more functions not central to the core of the business.

  22. Trends Continued • More products and services are being consumed outside of their country of origin – thus increased global interdependence and competition. Also, more companies outsourcing to India, Mexico, Canada, Philippines etc. • A more diverse workforce means accommodating new attitudes, lifestyles, value and motivations to work. By 2015 nearly 1 in 5 U.S. workers will be age 55 or older.

  23. Trends Continued • Workers and organizations need to be able to adapt quickly to change. Workers who can be trained quickly to learn new technology, processes or skills are needed because business is changing on demand.

  24. Trends Continued • There’s a higher ethical bar. The level of trust in the workplace is low. More employees are paying attention to the decisions of management in their firms.

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