1. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 1 Training Design Process

2. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 2 Roles of Trainers Designing curriculum for learning Improving human performance Delivering training Measuring and evaluating Facilitating change Managing the learning function and knowledge Coaching and developing Career planning

3. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 3 Question What issues, problems, events etc. signal a need for training in organizations?

4. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 4 Forces Influencing the Workplace and Training: (1 of 2) Performance problems (individual, department or organization level) Technology changes Internal/External customer requests for training or complaints about service etc. Work re-design New legislation

5. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 5 Forces Influencing the Workplace and Training: (2 of 2) Customer or Product changes New jobs or New employees Basic skill deficiencies

6. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 6 ASTD 2008 State of the Industry Report Data Source Data come from 2 samples: BMF – benchmarking forum is a sample of very large global organizations mostly based in the U.S. BEST – organizations that won ASTD BEST Awards from all over the world. In 2007, 35 were U.S. based, 1 was India based, and 1 was based in Hong Kong. BEST awards are given for: Evidence that learning has value in the org’s culture Evidence of a link between learning and performance Evidence of innovative learning initiatives

7. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 7 ASTD 2008 State of Industry Report Direct Expenditure per employee BMF $1,609 BEST $1,451 Direct expenditure as % of payroll 2.7%2.2% % of total expend. for external services 23.8%22.3% Learning hours used per employee 42.944.7

8. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 8 State of Industry Report Con’t Cost per learning hour used BMF $46.72 BEST $45.92 Technology-based proportion of learning hours made available 35.1%35.8% U.S. organizations spent approximately $134 billion on employee learning and development in 2007. xx

9. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 9 ASTD 2008 Types of Training Profession or industry specific content comprised the most training content Managerial/supervisory training Business processes, procedure, practices E-Learning

10. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 10 Training & Business Strategy High Leverage Training Concentration Strategy Internal Growth Strategy External Growth Strategy Divestment Strategy

11. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 11 Concentration Strategy Create and maintain a market niche Goals are to increase market share in our niche and cut costs Customize products and services to fit our niche Need to improve and innovate What are the training implications?

12. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 12 Train to understand market niche Cross-train employees Team building Interpersonal skill training On the job training

13. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 13 Internal Growth Strategy Development of new markets & products Goals are to add products and serve new markets Need to innovate What are the training implications?

14. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 14 Train to understand and develop new potential products and markets Train for technical competence Train for creative thinking

15. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 15 External Growth Strategy Involves mergers and acquisitions Need to integrate new acquisitions Restructure if needed to eliminate redundancies What are the training implications?

16. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 16 Train in methods of integration and other more non-traditional organization structures like matrix, use of teams etc. Team building

17. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 17 Divestment Strategy Involves cuts and down-sizing Goals are to cut assets and costs What are the training implications?

18. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 18 Job search skills Leadership Interpersonal communication Motivation Goal setting Stress management Cross-training

19. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 19 Management Practices Question: What management practices encourage learning in organizations?

20. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 20 Management Practices Selfless leadership Skill-based pay Performance recognition Incentives Tuition refunds Seminars/Workshops Weekly hot topics (training modules) Make it fun Provide a clear vision for employees that involves learning

21. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 21 8 Trends You Need to Know Now Uncertain economic conditions are requiring organizations to re-think how to grow and be profitable. A change of focus from efficiency & effectiveness to creativity & innovation. Transforming organizational structures to succeed in volatile economic conditions. Examples: more flexible and flat structures, blurred lines between work and home and where work occurs, using virtual teams. Also, outsourcing more functions not central to the core of the business.

22. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 22 Trends Continued More products and services are being consumed outside of their country of origin – thus increased global interdependence and competition. Also, more companies outsourcing to India, Mexico, Canada, Philippines etc. A more diverse workforce means accommodating new attitudes, lifestyles, value and motivations to work. By 2015 nearly 1 in 5 U.S. workers will be age 55 or older.

23. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 23 Trends Continued Workers and organizations need to be able to adapt quickly to change. Workers who can be trained quickly to learn new technology, processes or skills are needed because business is changing on demand.

24. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 24 Trends Continued There’s a higher ethical bar. The level of trust in the workplace is low. More employees are paying attention to the decisions of management in their firms.