Noah said. “O my Lord! I do seek refuge with You, lest I ask You for that of which I have no knowledge. And unless You forgive me and have mercy on me, I should indeed be lost!” Quran, 11:47

Roles, Competencies, and Positions of Instructional Designers

BACKGROUND STORY Corporate university exists because of the needs to train managers and staff on various skills. Success stories such as Motorola gets $30 returns for every dollar it spent on training; since Boston Pizza College started, retention increase by 300%; Bowater company in Canada saved $10 million in 1996 as a result of team training. INTAN, PERMATA, and other corporate training centres exist because government and corporation believe in staff development.

BUSINESS MANAGEMENT >Analyzing needs >Applying business acumen >Driving results >Planning & implementing >Assignments >Thinking strategically INTERPERSONAL >Building trust >Communicating >Influencing >Managing diversity >Networking & Partnering PERSONAL >Demonstrating adaptability >Modeling personal development COMPETENCIES AREAS OF EXPERTISE ROLES CAREER PLANNING AND MANAGEMENT MANAGING ORGANIZATIONAL KNOWLEDGE COACHING MANAGING THE LEARNING FUNCTION FACILITATING ORG. CHANGE MEASURING AND EVALUATING DELIVERING TRAINING IMPROVING HUMAN PERFORMANCE DESIGNING LEARNING Learning strategist Business partner Professional specialist Project manager The 2004 ASTD Competency Model

Facts and Figures 70% of employers provide formal training $50 - $60 billion budgeted for training 30 hours/employee spend for training 36% of training are outsourced 27% technology-based training 51% training purchase controlled by HR 70% of training is instructor-led

Who provide training? In most companies, T&D activities are provided by trainers, managers, in-house consultants, and employee experts Some are outsourced – provided by training providers such as colleges, universities, community colleges, consultants, professional org etc.

Who is in charge of training?

The Evolution of training’s role TRAINING EVENT LEARNING EMPHASIS CREATE AND SHARE KNOWLEDGE Performance result Business Need Learning: acquisition of knowledge Knowledge: Individuals/teams know how Explicit knowledge: Knowledge that can be formalized, codified. Tacit knowledge: personal knowledge based on experience

Structures of Training Department

Faculty Model Director of Training Safety TrainingQuality TrainingSales Training Technology and Computer Systems

Customer Model Director of Training Information SystemsMarketingProduction and Operation BUSINESS FUNCTIONS

MATRIX MODEL Director of Training Safety Training R&DProduction Quality TrainingSales Training Marketing Technology and Computer Systems