1. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 1 13 Chapter The Future of Training and Development

2. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 2 Objectives After reading this chapter, you should be able to: 1. Identify the future trends that are likely to influence training departments and trainers. 2. Discuss how these future trends may impact training delivery and administration as well as the strategic role of the training department. 3. Describe the components of the change model and how they can be used to introduce a new training method.

3. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 3 Objectives (continued) 4. Benchmark current training practices. 5. Discuss how process reengineering can be used to review and redesign training administration practices.

4. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 4 Future Trends Affecting Training  The use of new technologies for training delivery will increase.  Demand for training for virtual work arrangements will rise.  Emphasis on storage and use of intellectual capital will rise.  Training departments will become “virtual training organizations.”

5. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 5 Future Trends (continued)  Training will focus on business needs and performance.  Training departments will develop partnerships and outsource.  Training and development will be viewed more from a change model perspective.

6. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 6 The use of new technologies for training delivery:  Cost of these new technologies will decrease.  Training costs will be substantially reduced through use of new technologies.  Technologies allow trainers to build into training many of the desirable features of a learning environment.  Technology will allow training to be delivered to contingent, decentralized employees in a timely, effective manner.

7. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 7 Demand for training for virtual work arrangements:  Virtual work arrangements –  Work that is conducted in a remote location  Employee has limited contact with peers  Employee able to communicate electronically  Two training challenges –  Companies have to invest in training delivery methods that facilitate digital collaboration.  Teams and employees must be provided the tools they need for finding knowledge.

8. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 8 Training departments will better store and use intellectual capital:  New technologies such as Lotus Notes and Intranets as well as growing emphasis on creating a learning organization mean that companies will increasingly seek ways to turn employees’ knowledge into a shared company asset.  Trainers and the training department likely will be charged with managing knowledge and coordinating organizational learning.

9. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 9 Training departments will become “virtual training organizations:”  Virtual training organization –  Virtual training organization – refers to the company’s training function viewing managers, business units, and employees as internal customers.  As a result, the training function needs to show how training relates to the bottom line.

10. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 10 “Virtual training organizations” (continued)  In the future, training departments will need to focus on providing evidence that:  Skills transfer to the workplace.  Training is related to individual and group performance.  Trainers and managers will need to ensure that they can show the relationship between training and:  Specific business goals.  Employee and team performance.

11. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 11 Training will focus on business needs and performance:  Training departments will have to ensure that they are seen as helping the business functions to meet their needs. the solution performance analysis approach  Requires a shift from training as the solution to business problems to a performance analysis approach.  Involves identifying performance gaps or deficiencies and examining training as one possible solution for the business units (internal customers).

12. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 12 Focus on business needs and performance: (continued)  Training departments’ responsibilities will likely include a greater focus on producing systems that employees can use for information on an as- needed basis.  This need is driven by:  The use of contingent employees.  Increased flexibility necessary to adapt products and services to meet customers’ needs.

13. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 13 Training departments will develop partnerships and outsource:  Companies are increasing their use of external suppliers of training due to:  Shrinking training staffs resulting from downsizing.  Development of specialized new knowledge that employees need to learn.  Varying demand for training services.  External suppliers may include consultants, academics, graduate students, and companies in the entertainment and mass communication industries.

14. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 14 Viewing training and development from a change model perspective:  For new training or development practices to be successfully implemented, they must first be accepted by managers, upper management, and employees.  For managers and employees, change is not easy.  Resistance to new training and development practices is likely.  Training and development should be viewed from a change model perspective.

15. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 15 Change model perspective (continued)  The process of change is based on the interaction among four components of the organization:  Task  Employees  Formal organization arrangements  Informal organization  Different types of change-related problems occur depending on the organizational component that is influenced by the change.

16. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 16 Change model perspective (continued)  Four change-related problems need to be considered for any new training practice:  Resistance to change  Control  Power  Task redefinition

17. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 17 Change model perspective (continued) Components of the organization Change-related problems Resistance to Change Loss of Control Formal Organizational Arrangements Power Imbalance Task Redefinition Challenges Individual Employees Task Informal Organization A Change Model

18. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 18 Determining if change is necessary: Benchmarking and process engineering  Viewing training from a systems perspective means that companies and trainers need to understand both internal and external environments.  They need to understand the effectiveness and efficiency of current training practices.  They need to be aware of other companies’ practices to ensure that their training practices are the best possible.

19. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 19 Determining if change is necessary: (continued)  Benchmarking  Benchmarking provides information about other companies’ practices.  Trainers need to take several things into account when benchmarking:  Information about internal processes must be gathered to serve as a comparison for best practices.  The purpose of benchmarking and the practice to be benchmarked must be clearly identified.  Upper-level management needs to be committed to it.  Quantitative and qualitative data should be collected.

20. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 20 Determining if change is necessary: (continued)  Process reengineering  Process reengineering provides information about the effectiveness and efficiency of training systems within the company.  Trainers need to understand their current training practices and processes and evaluate them to determine what should be changed.  Reengineering is critical to ensuring that the benefits of new training and development programs can be realized.

21. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 21 Determining if change is necessary: (continued)  Reengineering is important when trying to:  Deliver training using new technology.  Streamline administrative processes and improve the services the training department offers.  Review the training department functions.  Review a specific training program or development program practice.

22. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 22 Determining if change is necessary: (continued)  Reengineering involves four steps:  Identify the process to be reengineered.  Understand the process.  Redesign the process.  Implement the new process.

23. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 23 Determining if change is necessary: (continued) The Reengineering Process Identify the Process to Be Reengineered Understand the Process Feedback Redesign the Process Implement the New Process

24. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 24 Steps In Implementing Change Overcoming Resistance To Change Managing The Transition Shaping Political Dynamics Using Training To Understand New Tasks

25. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 25 Managers’ Misconceptions About Training  Training is not valuable.  Training is an expense, not an investment.  Anybody can be a trainer.  The training department is a good place to put poor performers.  Training is the responsibility of the trainers.

26. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 13 - 26 Change Interventions Survey Feedback Process Consultation Group Interventions