Training Design Process

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-1

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
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-2

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

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-3

Forces Influencing the Workplace and 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
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-4

Forces Influencing the Workplace and Training: (2 of 2)

Customer or Product changes New jobs or New employees Basic skill deficiencies

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-5

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 orgs culture Evidence of a link between learning and performance Evidence of innovative learning initiatives
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-6

ASTD 2008 State of Industry Report

Direct Expenditure per employee Direct expenditure as % of payroll % of total expend. for external services Learning hours used per employee
McGraw-Hill/Irwin

BMF $1,609
2.7%

BEST $1,451
2.2%

23.8%

22.3%

42.9

44.7
1-7

2005 The McGraw-Hill Companies, Inc. All rights reserved.

State of Industry Report Cont

Cost per learning hour used BMF BEST $46.72 $45.92

Technology-based proportion of learning hours made available U.S. organizations spent approximately $134 billion on employee learning and development in 2007.
McGraw-Hill/Irwin

35.1%

35.8%

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-8

ASTD 2008 Types of Training

Profession or industry specific content comprised the most training content Managerial/supervisory training Business processes, procedure, practices E-Learning

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1-9

Training & Business Strategy

High Leverage Training
Concentration Strategy Internal Growth Strategy External Growth Strategy Divestment Strategy

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 10

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?

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 11

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

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 12

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?

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 13

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

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 14

External Growth Strategy

Involves mergers and acquisitions Need to integrate new acquisitions Restructure if needed to eliminate redundancies
What are the training implications?

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 15

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

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 16

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

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 17

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

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 18

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

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 19

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
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 20

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.
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 21

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.
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 22

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.

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 23

Trends Continued
Theres 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.

McGraw-Hill/Irwin

2005 The McGraw-Hill Companies, Inc. All rights reserved.

1 - 24