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