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Training Design Process

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Roles of Trainers

Designing curriculum for learning

Improving human performance

Delivering trainingMeasuring and evaluating

Facilitating change

Managing the learning function and knowledge

Coaching and developing

Career planning

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Question

What issues, problems, events etc. signal a need

for training in organizations?

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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

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Forces Influencing the Workplaceand Training: (2 of 2)

Customer or Product changes

New jobs or New employees

Basic skill deficiencies

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ASTD 2008 State of Industry Report

Direct Expenditure per

employee

BMF

$1,609

BEST

$1,451

Direct expenditure as %of payroll

2.7% 2.2%

% of total expend. for

external services

23.8% 22.3%

Learning hours used per

employee

42.9 44.7

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State of Industry Report Cont

Cost per learning hour usedBMF$46.72

BEST$45.92

Technology-based proportionof learning hours made

available

35.1% 35.8%

U.S. organizations spent

approximately $134 billion onemployee learning and

development in 2007.

x x

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ASTD 2008

Types of Training

Profession or industry specific content comprised

the most training content

Managerial/supervisory training

Business processes, procedure, practices

E-Learning

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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?

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Train to understand market niche

Cross-train employees

Team building

Interpersonal skill training

On the job training

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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?

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Train to understand and develop new potential

products and markets

Train for technical competence

Train for creative thinking

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External Growth Strategy

Involves mergers and acquisitions

Need to integrate new acquisitions

Restructure if needed to eliminate redundancies

What are the training implications?

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Train in methods of integration and other morenon-traditional organization structures like

matrix, use of teams etc.

Team building

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Divestment Strategy

Involves cuts and down-sizing

Goals are to cut assets and costs

What are the training implications?

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Job search skills

Leadership

Interpersonal communication

Motivation

Goal setting

Stress managementCross-training

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Management Practices

Question: What management practices encouragelearning in organizations?

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Management Practices

Selfless leadership

Skill-based pay

Performance recognition

IncentivesTuition refunds

Seminars/Workshops

Weekly hot topics (training modules)Make it fun

Provide a clear vision for employees that involves

learning

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8 Trends You Need to Know Now

Uncertain economic conditions are requiringorganizations 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 betweenwork and home and where work occurs, using

virtual teams. Also, outsourcing more functions

not central to the core of the business.

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Trends Continued

More products and services are being consumedoutside of their country of originthus 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 towork. By 2015 nearly 1 in 5 U.S. workers will be

age 55 or older.

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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 managementin their firms.