Chapter 13 The Future of Training and Development McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc All rights reserved Table13.1 - Future Trends That Will Affect Training 13-2 Increased Use of New Technologies for Training Delivery The use of new technologies will increase for several reasons: The cost of new technologies will decrease Technology will help employees to better serve customers and generate new business It can reduce training costs It allows trainers to build into training the desirable features of a learning environment Training can be delivered at any place and time 13-3 Increased Demand for Training for Virtual Work Arrangements Location, organization structure, and employment relationships are not limiting factors in virtual work arrangements 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 13-4 Increased Emphasis on Speed in Design, Focus in Content, and Use of Multiple Delivery Methods Rapid instructional design (RID) - a group of techniques that allows training to be built more quickly 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 13-5 Table 13.2 - Examples of RID Strategies 13-6 Increased Emphasis on Capturing and Sharing Intellectual Capital Sharing knowledge and contributing to intellectual capital will become more common as collaborative social networking technology and Web 2.0 tools make this simpler to implement Trainers must be technologically literate 13-7 Increased Use of True Performance Support Embedded learning - occurs on the job as needed; involves collaboration and nonlearning technologies; is integrated with knowledge management May become increasingly prevalent as companies cannot have employees spend hours on learning that is not directly relevant to their current job demands 13-8 Increased Use of True Performance Support (cont.) 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 13-9 Figure 13.1- Functional Areas and Applications of Real-Time Extended Business 13-10 Increased Emphasis on Performance Analysis and Learning for Business Enhancement Performance analysis approach identifying performance gaps or deficiencies and examining training as one possible solution for the business units Training departments will need to: Focus on interventions related to performance improvement Provide support for high-performance work systems 13-11 Increased Emphasis on Performance Analysis and Learning for Business Enhancement (cont.) Develop systems for training administration, development, and delivery that reduce costs and increase employees’ access to learning Training departments’ responsibilities will include a greater focus on systems that employees can use for information on an as-needed basis 13-12 Increased Use of Training Partnerships and Outsourcing Training Training departments will increase partnerships with academic institutions to provide basic skills training and to develop customized programs Application service provider (ASP) - a company that rents out access to software for a specific application 13-13 Table 13.3 - Skills for Future Trainers 13-14 Training and Development From a Change Model Perspective For new training or development practices to be successfully implemented: Employees must understand reasons for change and agree with them Employees must have the skills needed to implement the change Employees must see managers and employees in power positions support the change Organizational structures must support the change 13-15 Figure 13.2 - A Change Model 13-16 Table 13.4 - Steps in a Change Process 13-17 Methods to Determine Whether Change is Necessary From a systems perspective, companies and trainers need to: understand both internal and external environments understand the effectiveness and efficiency of current training practices be aware of other companies’ practices to ensure that their training practices are the best possible 13-18 Methods to Determine Whether Change is Necessary (cont.) Benchmarking provides information about other companies’ practices Process reengineering provides information about the effectiveness and efficiency of training systems within the company 13-19 Figure 13.3 - The Reengineering Process 13-20 Key Issues in Implementing Change 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 problemsolving capabilities 13-21 Key Issues in Implementing Change (cont.) Change management - process of ensuring that new interventions such as training practices are accepted and used by employees and managers The change management process involves: Overcoming resistance to change Managing the transition to the new practice Shaping political dynamics Using training to make change stick 13-22 Table 13.6 - Managers Misconceptions about Training 13-23 Key Issues in Implementing Change (cont.) Change interventions 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 13-24 Key Issues in Implementing Change (cont.) Group interventions - involves employees from different parts of the organization, 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 13-25 ... application 13- 13 Table 13. 3 - Skills for Future Trainers 13- 14 Training and Development From a Change Model Perspective For new training or development practices to be successfully implemented: Employees... systems 13- 11 Increased Emphasis on Performance Analysis and Learning for Business Enhancement (cont.) Develop systems for training administration, development, and delivery that reduce costs and. .. Increased Use of Training Partnerships and Outsourcing Training Training departments will increase partnerships with academic institutions to provide basic skills training and to develop customized