1. Linking Training to Business Goals
Management and Coordination of Training & Development
Weekend #2

2. The Concept of Linkage/Alignment
Value added
Visible
Continuous
Ask yourself:
“How will the training design result in knowledge and behavior that lead to performance improvement that achieves the goals of the organization?”
Positions training as an important activity that adds value
Value is determined by the extent to which there is need for the potential contribution of training
Particular training results may be critical to business success but not articulated to the people who can support the learning. Important to show / demonstrate the direct connection between training and ‘ees being able to use this knowledge.
Linkage continues thru total process of performance improvement
The question – begs an answer to be shared with all in the organization

3. Actions that maintain linkage…
Delivery modes & schedules
Interventions that strengthen
Instructor sensitivity
Progress tracking
Follow-up
Delivery modes / schedules integrated w/ strategic org. structures
Learning interventions include exercies that strengthen strategic linkage
Instructors sensitive to confusion among trainees about linking training to strategic goals / clarify this linkage constantly
Supervisors of trainees must track progress toward linkage / act to head off breakdowns
Follow-up evaluations of training’s impact should highlight training’s link to business success

4. Fundamental ?’s Why is training needed? Where is training needed?
What good will it do?
How will we know whether it worked?
Get stakeholders to devote time to answer these questions
Sometimes several days devoted to analysis and clarification of the reasons why training is needed and how training can contribute to essential needs of org.

5. Pharmaceutical case study
Strategic goal: improve competitiveness…
Business objective: reduce new product…
Unit objectives: increase accuracy…
Employee objective: reduce errors…
Learning objective: improve skills in communication…
pp. 96 – 97
Drug co – seek to reduce new drug development time. R&D costs are high, no roi until new product is distributed.
Speeding up product dev. Time allows company to cut losses sooner if drug is unmarketable – ie FDA fails drug.
Rule of land – first company to market with a needed drug sees tremendous $’s.
Linkage analysis provided a focus for discussion of the logical underpinnings of the training goals

6. The 4 design musts… Produce learning when it is most needed
Produce learning for the most crucial employees
Produce learning where the learning can be most effectively applied
BE STRATEGIC!
A training design must do far more than produce learning – it must (above 4 bullets)

7. ?’s to formulate a linked strategy
Who should receive the training interventions?
What kinds of training interventions fit the business strategy?
When should the training be delivered?
Who should be involved in delivering the training?
These ?’s are not independent of each other – consider interrelationship of them.
PP. 102 – Sales force – knowledge about co’s new product – traing sales rep – perhpas only certain sales reps should be trained and buyers should be involved – co’s business plan helps determine the strategic issue of who should be involved.

8. Instructional design, methods, & strategy
To what extent can job aids (expert-systems, information-access technologies) be integrated into the training design?
Should training methods be learner guided or trainer controlled?
Should trainees receive instruction in groups or individually?
How should training be scheduled?
Pp 104 – 105 examples – Chemical process operators; Ford Motor Company; New managers; Social service co staff

9. Supporting performance improvement
Continual reinforcement of learning & the strategic link
Supervisor involvement
Refresher learning events
Measurement

10. Group Activity: Developing a cost-effective delivery strategy
Group disscussion about:
7 factors in planning your delivery strategy
8 delivery options
5 program development strategies
6 considerations when selecting instructors for training programs
McCoy – pp. 60 – 82
Groups pair up – facilitate to each other – time to organize thoughts around how to facilitate discussion – then join with another to discuss: 4w/ 1w/o + group 2; wild smiles + stout employees – then switch.