Institute of Management Technology

Hyderabad

Subject:
Learning & Development (L & D)

Instructor:
Dr. Pavan Kumar Balivada
Designing Effective Training (cont.)
• Flaws of the ISD model:
– In organizations, the training design process rarely
follows the step by-step approach of the activities.
– Organizations require trainers to provide detailed
documents of each activity found in the model;
this adds time and cost to developing a training
program.
– It implies an end point: evaluation.
 Training Design Process
Ensuring Employees’
Conducting Neds Readiness for Creating a Learning
Assessment Training Environment

Ensuring Transfer of
Training

Monitoring and
Select Training
Evaluating the
Method
Program
 Roles of Trainers
• Strategic Adviser
• Systems Design and Developer
• Organization Change Agent
• Instructional Designer
• Individual Development and Career Counselor
• Coach / Performance Consultant
• Researcher
 Evolution of Training’s Role
Training Event

Performance
Result Learning
Create and Share Emphasis
Knowledge

Business Need
 Evolution of Training’s Role: Learning

• The acquisition of knowledge by individuals,

employees, or groups of employees

• Willing to apply that knowledge in their jobs in

making decisions and accomplishing tasks for
the company
 Evolution of Training’s Role: Knowledge
• Human and Social • Explicit Knowledge:
Knowledge: – Knowledge that can be
– What individuals or formalized, codified, and
teams of employees communicated
know or know how to do
• Tacit Knowledge:
• Structured Knowledge: – Personal knowledge
– Company rules, based on individual
processes, tools, and experience
routines – Difficult to explain to
others
 The Strategic Training and Development Process:

Strategic Training Training and

Metrics that Show
Business Strategy and Development Development
Initiatives Activities Value of Training

 Mission  Diversify the  Use Web-Based  Learning

Learning Portfolio Training
 Values  Performance
 Improve Customer  Make Development Improvement
 Goals Planning Mandatory
Service  Reduced Customer
 Accelerate the  Develop Websites for Complaints
Pace of Employee Knowledge Sharing
 Reduced Turnover
Learning  Increase Amount of
Customer Service  Employee
 Capture and Share Satisfaction
Knowledge Training
Decisions a company must make about how to
compete to reach its goals:
1. Where to compete?
–In what markets, industries, products will we
compete?
2. How to compete?
–On what outcome or differentiating characteristic
will we compete?
3. With what will we compete?
–What resources will allow us to beat the
competition?
–How will we acquire, develop, and deploy those
resources to compete?
 Strategic Training and Development
Initiatives and their Implications (1 of 4)
Strategic Training and
Development Initiatives Implications
Diversify the Learning Use new technology for training
Portfolio Facilitate informal learning
Provide more personalized learning opportunities
Expand Who is Trained Train customers, suppliers, and employees
Offer more learning opportunities for non-managerial
employees
Accelerate the Pace of Quickly identify needs and provide a high-quality learning
Employee Learning solution
Reduce the time to develop training programs
Facilitate access to learning resources on an as-needed
basis
 Strategic Training and Development
Initiatives and their Implications (2 of 4)
Strategic Training and
Development Initiatives Implications
Improve Customer Service Ensure that employees have product and service
knowledge
Ensure that employees have skills needed to interact with
customers
Ensure that employees understand their roles and
decision-making authority
Provide Development Ensure that employees have opportunities to develop
Opportunities and Ensure that employees understand career opportunities
Communicate to and personal growth opportunities
Employees Ensure that training and development addresses
employees’ needs in current job as well as growth
opportunities
 Strategic Training and Development
Initiatives and their Implications (3 of 4)
Strategic Training and
Development Initiatives Implications
Capture and Share Capture insight and information from knowledgeable
Knowledge employees
Logically organize and store information
Provide methods to make information available
Align Training and Identify needed knowledge, skills, abilities, or
Development with the competencies
Company’s Strategic Ensure that current training and development programs
Direction support the company’s strategic needs
 Strategic Training and Development
Initiatives and their Implications (4 of 4)
Strategic Training and
Development Initiatives Implications
Ensure That the Work Remove constraints on learning
Environment Supports Dedicate physical space to encourage teamwork,
Learning and Transfer of collaboration, creativity, and knowledge sharing
Training Ensure that employees understand the importance of
learning
Ensure that managers and peers are supportive of training,
development, and learning
Implications of Staffing Strategy for
Training
 Implications of Business Strategy for Training
(1 of 2)
Strategy Emphasis How Achieved Key Issues Training Implications
Concentration Increased market Improve quality Skill currency Team building
share Improve Development of Cross-training
Reduced operating productivity existing work Specialized programs
costs Customize products force Interpersonal skill
Create or maintain or services training
market niche On-the-job training

Internal Growth Market development Add distribution Create new jobs Communication of
Product channels Create new tasks product value
development Expand global Innovation Cultural training
Innovation markets Conflict negotiation skills
Joint ventures Modify existing Manager training in
products feedback and
Create new communication
products Technical competence in
Joint ownership jobs
 Implications of Business Strategy for Training
(2 of 2)

Strategy Emphasis How Achieved Key Issues Training Implications

External Horizontal Acquire firms for Integration Determining capabilities
Growth integration new market access Redundancy of acquired employees
(Acquisition) Vertical integration Acquire firms to Restructuring Integrating training
Concentric supply or buy systems
diversification products Team building
Acquire any firm
Disinvestment Retrenchment Reduce costs Efficiency Motivation
Turnaround Reduce assets Goal setting
Divestiture Generate revenue Stress management
Liquidation Redefine goals Time management
Sell off all assets Leadership training
Outplacement
assistance
Job-search skills
training
Models of Organizing the Training Department

Faculty Model
Customer Model

Matrix Model

Corporate
University Model
Virtual Model
 The Faculty Model

Director of Training

Safety Quality Technology Leadership Sales

Training Training and Development Training
Computer
Systems

Training Specialty Areas

 The Customer Model

Director of Training

Information Marketing Production Finance

Systems and
Operations

Business Functions
 The Matrix Model
Director of Training

Training Sales Quality Technology Safety

Specialty Training Training and Training
Areas Computer
Systems

Production
Marketing and
Operations

Business Functions
 The Corporate University Model
Historical Training Leadership Development Programs Training
Problems Advantages
Excess Costs Dissemination of
Best Practices
Poor Delivery and
Product Sales and
Focus Human
Development Operations Marketing Resources

Inconsistent Use Align Training

of Common with Business
Training Practices Needs
Best Training Integrate
Practices Not Training
Shared Initiatives
Training Not Effectively Utilize
Integrated or New Training
Coordinated New Employee Programs Methods and
Technology
 Virtual Model
(Virtual Training Organizations)

• Virtual training organizations operate

according to three principles:
–Employees (not the company) have primary
responsibility for learning
–The most effective learning takes place on the job,
not in the classroom
–For training to translate into improved job
performance, the manager-employee relationship
(not employee-trainer relationship) is critical
Characteristics of Virtual Training
Organizations:
• A virtual training organization is customer focused
• Takes more responsibility for learning and
evaluating training effectiveness
• Provides customized training solutions based on
customer needs
• Determines when and how to deliver training based
on customer needs
• Leverages resources from many areas
• Involves line managers in direction and content
 Tactics to Market the Training Function
(1 of 2)

• Involve the target audience in developing the

training or learning effort

• Demonstrate how a training and development

program can be used to solve specific needs

• Showcase an example of how training has

been used within the company to solve
specific business needs
 Tactics to Market the Training Function
(2 of 2)

• Identify a “champion” who actively supports

training

• Listen and act on feedback received from

clients, managers, and employees

• Advertise on e-mail, on company websites, in

employee break areas

• Designate someone in the training function as

an account representative between the
training designer and internal customer