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Issues & Trends in Managing Training. Boston Trainer’s Roundtable January 21, 2005 Presented by: Beth Brettschneider, Artichoke Training Associates. Artichoketraining.com (617) 686-3995. Agenda. What’s new? How has training changed?

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issues trends in managing training

Issues & Trends inManaging Training

Boston Trainer’s Roundtable

January 21, 2005

Presented by: Beth Brettschneider, Artichoke Training Associates

Artichoketraining.com

(617) 686-3995

agenda
Agenda
  • What’s new? How has training changed?
  • How fast is fast? How do you keep up with the perceived pace of business? What are the implications for training?
  • Do you have to align your training function with corporate strategies? What happens if you don't? What happens if you do?
  • What can I do to enhance the value of my training function?
how has training changed
How Has Training Changed?
  • Shift in strategy to “performance consulting”
  • Metrics, measurement, accountability, tracking
  • New technologies – shift of instructor led classes to blended learning
  • WHAT ELSE?

Let’s explore how some of these trends have manifested in practice….

fast faster fastest
FAST, FASTER, FASTEST
  • Training, Training, Toil and Trouble, Who’s the Fastest Trainer of Them All?
    • Increased demand for quicker implementation of solutions.

What are the implications of this?

a process for training the addie model
A Process for Training- - The “ADDIE” Model
  • Assessment
  • Design
  • Development
  • Implementation
  • Evaluation
needs assessment table discussion
Needs AssessmentTable Discussion
  • What tasks do you include in your training needs assessments?
  • Is performance analysis part of needs assessment, or can it stand alone?
  • What best practices for assessment are out there that you’ve heard of that you’d like to consider implementing?
  • What have you tried and found not to work well? Why do you think these methods did not work in your environment?
needs assessment
Needs Assessment
  • Assess HR metrics (e.g., turnover, tenure, vacancies, headcount, etc.).
  • Establish competency models and assess proficiency levels.
  • Identify skills, knowledge, attitudes (KSAs) for which training solutions can be devised.
  • Consider systems and processes, including rewards, incentives, and recognition.
design development table discussion
Design & DevelopmentTable Discussion
  • Do you follow a particular process in the design/development of training?
  • How do you distinguish design from development?
  • What does your process involve?
  • How much time does it take? Are the time expectations realistic?
  • What tools do you use to help you manage your process?
design development
Design & Development
  • At the Macro level - - Alignment of Training to Business Needs
    • Conforming your training initiatives to corporate strategies will help you design and develop appropriate training solutions.

What are the implications of this?

design development11
Design & Development
  • At the Micro level - - Use Tools to Help You Manage these Processes
    • Design Plan – Topics, objectives, instructional methods, time estimates.
    • Project Work Plan – Timetable of milestones.
    • Resource Allocation – How you plan to use SMEs, vendors, as well as training, support and technology personnel.
implementation table discussion
ImplementationTable Discussion
  • Do you use a learning management system? How has this changed how you do your job?
  • How are you tracking who’s attending and completing training?
  • How much of your time is spent on these tasks? Do you think this is proportionate?
implementation
Implementation
  • LMS’s have changed our processes and procedures in tracking attendees.
  • Facilities management – securing classroom space.
  • Materials management – printing, shipping, unloading at training site.
  • How much of your time is spent on these tasks? Do you think this is proportionate? Who is handling these tasks?
what else can we consider in managing training
What Else Can We Consider In Managing Training?
  • Establishing Strategic Goals for Training
    • Do you have an annual strategic plan or just a training calendar?
    • Do you have a Mission and Vision Statement for the training department?
    • Have you performed a SWOT analysis?
    • Is your training plan (and budget) aligned to the corporate strategic planning timeline?
    • Do you recommend what training people should have at particular levels?
challenges
Challenges
  • What challenges have you faced in managing the training function?
    • Alignment to business planning cycle.
    • Getting buy-in at the most senior levels.
    • Access to data to manage the needs assessment and evaluation processes.
    • WHAT ELSE?
thoughts ideas for enhancing the value of training
Thoughts & Ideas for Enhancing the Value of Training
  • What training & development needs does the training department have?
  • Is there benefit in investing in certification programs?
  • Should you consider transforming your department into a Corporate University?
training metrics
Training Metrics
  • Evaluation ratings and summaries.
  • Total hours of course length, average course length.
  • Total hours classroom vs elearning training.
  • Total number participants attending training.
  • Total number participant training hours.
  • Development effort required for each training initiative (i.e., none, minimal, significant).
  • Extent to which you are using existing curriculum vs developing new (better leveraging of what you have).
  • Extent to which you are designing/delivering training across business units (are you recreating the wheel?).
  • Estimated to actual budget expenditures.

What other metrics are “in”?

summary best practices
Summary Best Practices
  • Understand the performance issues and needs of the organization.
  • Needs Assessment can help you build relationships with senior and line management.
  • Use tools to help you document and manage training processes.
  • Establish appropriate metrics, and communicate your successes.