My presentation future of training-final.ppt

TRAINING & DEVELOPEMENT

Instructor:Yrd. Doç. Dr. Melek Birsel

Topic: The Future of Training & Development

By: Fathe Mahdi Wozir

Dec,13,2012

CONTENTS (24 Slides)1. FUTURE TRENDS THAT WILL AFFECT TRAINING

-NEW TECHNOLOGIES-VIRTUAL WORK ARRANGEMENT-DESIGN, CONTENT & DELIVERY METHOD-INTELLECTUAL CAPITAL-PERFORMNACE SUPPORT-PERFORMANCE ANALYSIS-PARTNERSHIP & OUTSOURCING

2. A CHANGE MODEL PERSPECTIVE TO TRAINING & DEVELOPMENT-CHANGE RELATED PROBLEMS-STEPS IN A CHANGE PROCESS-METHODS TO DETERMINE WHETHER CHANGE IS NEEDED (BENCHMARKING & PROCESS REENGINEERING)-KEY ISSUES IN IMPLIMENTING CHANGE

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The use of Online learning, Mobile learning(Ipods) & other Technologies will likely increase in the future. The main reasons include: The cost of new technologies will decrease. Technology will help employees to better serve customers and generate

new business. It can reduce training costs (travel, food, housing). It allows trainers to build into training the desirable features of a

learning environment (practice, feedback, reinforcement). Training can be delivered at any place and time (contingent employees,

alternative work arrangements). New technologies that combine computer science, instructional design & graphic

interfece have potential to increase the ability to learn.

Examples-Teleimmersion, -virtual retinal display -Digital Avatar

-instant messaging -Networking websites -blogs &social soft wares

Increased Use of New Technologies for Training Delivery

Virtual Work arrangements Include virtual Teams as well as Telecommuting, work conducted in a remote location.

Communication is mainly electronically. Location, organization structure, and employment relationships

are not limiting factors in virtual work arrangements. here, Leadership, Shared Value & rewarded Goals are important Two training challenges:

Companies must invest in training delivery methods that facilitate digital collaboration.

Teams and employees must be provided with tools needed for finding knowledge.

4-25

Increased Demand for Training for Virtual Work Arrangements

Due to new technology, trainers are being challenged to find new ways to use instructional design.

Two Shifts are taking place:

-who is leading the learning-from instructor to employee

-Place-from workplace to mobile learning

Trainers must determine the best way to design Effective Training Rapid Instructional Design (RID)-a group of techniques that

allows training to be built more quickly-(time & cost Reduction) Two important principles in RID:

Instructional content and process can be developed independent of each other.

Resources devoted to design and delivery of instruction can be reallocated as appropriate.

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Increased Emphasis on Speed in Design, Focus in Content, and Use of Multiple Delivery Methods

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Examples of RID Strategies

Companies that recognize the strategic value of becoming a learning organization & are concerned about the loss of valuable knowledge (e.g. due to retirement) will continue to seek ways to turn employees’ knowledge(human capital) in to a shared company asset.

Trainers & training departments will be charged with managing knowledge & coordinating organizational learning.

Sharing knowledge and contributing to intellectual capital will become more common as collaborative social networking technology and Web tools make this simpler to implement.

Positions like knowledge manager or chief information officer Trainers must be technologically literate.

7-25

Increased Emphasis on Capturing and Sharing Intellectual Capital

Companies are moving away from courseware & classes as performance

improvement method to support that is available during work, i.e. true performance support

Embedded Learning - occurs on the job as needed; involves collaboration and nonlearning technologies(e.g instant messaging); is integrated with knowledge management. May become increasingly prevalent as companies cannot have

employees spend hours on classroom or online learning that is not directly relevant to their current job demands.

Formal methods will not disappear but will focus more on development of competencies that can benefit the employee and the company in the long run, but embedded learning will focus on providing the learning that the employee needs to complete key jobs tasks.

Embedded learning –task specific, real time content and simulation8-25

Increased Use of True Performance Support

Learning is expected as a result of collaboration with employees and machines in the work process.

In the future, employees will:

be presented with short learning episodes embedded in their work.

be alerted when the learning episodes are needed. have direct connections to experts. be continuously connected online wirelessly. have simulations for guidance.

Technology available for collaboration includes virtual classroom software and asynchronous tools.

9-25

Increased Use of True Performance Support (cont.)

10-25

Functional Areas and Applications of Real-Time Extended Business

Training departments are shifting their focus from training as a solution to business problem to a performance analysis approach.

Performance Analysis Approach - identifying performance gaps or deficiencies and examining training as one possible solution for the business units.

Three ways Training departments will need to be involved are: Focus on interventions related to performance improvement. Provide support for high-performance work systems. Developing systems for training administration, development & delivery

that reduces cost & that increases employees’ access to learning

Companies are striving to create high performance workplace- & this forces trainers to prepare & provide effective training in interpersonal, quality, and technical skills as well as to help employees understand production system/customer service

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Increased Emphasis on Performance Analysis and Learning for Business Enhancement

Training departments will increase partnerships with academic institutions to provide basic skills training and to develop customized programs. The role of external suppliers of training increases.

Application Service Provider (ASP) - a company that rents out access to software for a specific application. Helps to offer structured content & custom option.

12-25

Increased Use of Training Partnerships and Outsourcing Training

SKILLS FOR FUTURE TRAINERS

Some of the major skills needed are:

-Matching Training content & Methods to the local culture of work force

-Designing a learning space as well as content in a technology-driven learning environments

-Use of Multimedia Tools including audio, video, webcast & live action

-Use of assessment to determine Trainees’ learning style

-Facilitate Learning & stay in touch with employee, managers & business units to identify what they need and act accordingly

-Developing & delivering learning that is integrated with the job

-Packaging & delivering training in different formats for beginners & experts

13-25

First of all training is a tool to bring change-in b/r, attitude or skill For new training or development practices to be successfully

implemented, they must be accepted by the customer (Manager, upper manager, employee).1. Employees must understand reasons for change and agree with the reason.2. Employees must have the skills needed to implement the change.3. Employees must see managers and employees in power positions support

the change.4. Organizational structures such as compensation & performance

management system must support the change.

Change is not easy & resistance might occur at any time. So a change model is developed where the process of change is based on the interaction among four components of the organization.

14-25

Training and Development From a Change Model Perspective

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A Change Model

There are four change related problems that need to be addressed before implementation of any new training practice:

1. Resistance to change :-Managers’ & Employees’ unwillingness to change

2. Control:-change can cause managers & employees to have less

control over resources

3. Power:- the ability to influence others becomes less(due to autonomy)

4. Task Redefinition;- change creates a change in managers’ &

employees’ roles & job responsibilities

Training and Development From a Change Model Perspective(Cont.)

16-25

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Steps in a Change Process(recommendations for successful change)

From a systems perspective, companies and trainers need to: understand both internal and external environments. Specifically, they need to understand the effectiveness and

efficiency of current training practices. Also be aware of other companies’ practices to ensure that their

training practices are the best possible.

Concerning this, two concepts are forwarded,

-Benchmarking &

-Process Reengineering18-25

Methods to Determine Whether Change is Necessary

Benchmarking-: is the practice of finding examples of excellent products, services or systems (i.e. best practices).

It is important component of companies’ quality strategy. By looking at how excellent companies conduct training, a company can identify how its training practices compare to the best practices and also to learn from others.

In short, it provides information about other companies’ best practices.

Process Reengineering-: is a complete review of critical processes & redesign of those processes to make them more efficient & able to deliver higher quality.

Especially important when trainers attempt to deliver training using new technologies. It can be used to review the training department functions & processes or to review a specific training program or development program practice such as a career management system

It provides information about the effectiveness and efficiency of training systems within the company. 19-25

Methods to Determine Whether Change is Necessary (cont.)

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The Reengineering Process

Companies face many forces(previous discussions)-so to overcome this, they have to change (to become successful)

Organization Development is a planned, systematic change process that uses behavioral science knowledge and techniques to improve companies’ effectiveness by improving relationships and increasing learning and problem-solving capabilities.

21-25

Key Issues in Implementing Change

Change Management - process of ensuring that new interventions such as training practices are accepted and used by employees and managers. ¾ of reengineering, TQM, strategic planning & downsizing efforts in our world failed. Thus,

Four issues must be considered to facilitate the change management process:1.Overcoming resistance to change. -involve affected people in planning the change & reward

them -divide the implementation of the new practice in to stapes 2.Managing the transition to the new practice. -communicating a clear picture of the future & -creating organizational arrangements for the transition(help line, contact person)

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Key Issues in Implementing Change (cont.)

3.Shaping political dynamics. -Managers need to seek the support of key power groups including formal & informal leaders.

- Publicizing the function & value of training & the department-Avoid the most common misconception about training (E.g.

Training is not Valuable, it is an Expense not investment, anybody can be trainer, training is responsibility of trainer, etc)

4.Using training to explain new Tasks - change not only involve alteration of the way service or process

is going to be provided, but also in employees’ & managers’ role. Managers & employees need to be trained to deal with new system

Key Issues in Implementing Change (cont.)

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Change Interventions Besides Training, there are several interventions that companies have

used successfully to bring about change. These are: Survey feedback - collecting information about employees’ attitudes

and perceptions using a survey, summarizing the results, and providing employees with feedback to stimulate discussion, identify problems, and plan actions to solve problems.

Process consultation - a consultant works with managers or other employees to help them understand and take action to improve specific events that occur at work. E.g. Analysis of Relationships between employees, the workflow, how decisions are made, etc.

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Key Issues in Implementing Change (cont.)

Group Interventions - involves employees from different parts of the organization. They may also involve customers, and other stakeholders from outside. It brings together the participants in an off-site setting to discuss problems and opportunities or to plan change.

Large group interventions seek to bring about radical change in the entire company by involving the entire company system

Intergroup Activities attempts to improve relationships among different teams, departments or groups.

25-25

Key Issues in Implementing Change (cont.)

THANK YOU

FOR YOUR PARTICIPATION!

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