27. October 2007 by kevinmhuff.

Proper corporate training requires a well designed and properly staffed Training organization. The key challenge facing Training organizations is training today’s diversified workforce to the needs/demands of the organization and the jobs themselves. The current approach is to create a learning organization and partnering knowledge management system.

A learning organization meets the needs of both the corporation/business unit and the learner. One way this is accomplished is a properly staffed learning organization will partner with leaders from other internal organizations and together they will focus on one goal. Additionally, a learning organization puts the onace on employees to learn and also share things like best practices, creating what is known as a community of practice.

Trainers in a learning organization will typically conduct training in one of three main areas. The first is strategic training which typically focuses on the goals and needs of the organization. Informational training is conducted when faced with a need to impart information about the organization. Finally, operational training relates directly to an employee’s actual everyday work for the corporation. Of course the lines do get blurred often so categorizing every training effort is typically not warranted.

Knowledge management systems then capture the information shared in a community of practice and the information delivered in training courses and attempts to make as much information available to as many people as possible.

When building (or rebuilding) a training organization, most leaders deem it necessary to craft both a training philosophy and mission. A training philosophy is simple - it is a system of values or corporate attitudes toward training. A training mission differs from a training philosophy because a mission includes an actual activity that should reflect or establish the value of training, to the organization.

Another key decision made during the formation of a training organization is how to model the team. The most common are the faculty model, the client model, the matrix model, and the corporate university model. Each has its ups/downs and much of the time the lines are blurred between each model.

Once the training organization is established with a foundation including:

• how it will operate as a learning organization
• conducting several types of training
• capturing and sharing as much information as possible through a knowledge management system
• an effective philosophy and mission
• and how the team will be modeled,

then the focus should shift to the training cycle, that is, using instructional design to assess, develop (or define), implement, and then evaluate training programs. This is accomplished by starting with a Training Needs Assessment.

Next topic: The Training Needs Assessment

Back to the podcasts!

Posted in Performance, Training | 8 Comments »

13. October 2007 by kevinmhuff.

“Show up and throw up” isn’t just for sales anymore! It has become the de facto approach of today’s corporate trainer. Do NOT let this become YOUR approach! Each of us is responsible for what we train, how well that training is received and the extent to which it is applied. This is our responsibility and we must accept it. Once we do, we are in a position to become change agents for our company. Join our community by sharing your thoughts and responding to the accompanying blogs posted here.

(This podcast series was recorded for Indiana Business College students taking the MGT210 Training & Development course)

Link to Podcast

Back to Break the 80/20 Rule.

Posted in Performance, Training | 10 Comments »