About the process and models of Training

1. ORGANIZING TRAINING
DEPARTMENT

2. Set up the Training Department
• Decide on Your Training Types
• Which Department Has Authority? (department or Sub-
department)
• Choose Your Training Tools
• Get Employee Input
• Choose Your Trainers and Managers
• Introduce the New Department

3. Set up the Training Department
• Decide on Your Training Types
Before decide who is going to manage your employee training
and development and which area will oversee it, you’ll need to
determine
• what type of training you’ll be doing,
• Will you be training people primarily on how to use
equipment or technology?
• Will you be teaching people how to sell products,
• deal with customers or
• manage employee wellness programs?
Once you have decided on your training programs, you will be able to see if you can
assign this new function to your HR managers, or if you’ll need each department to
manage the different programs that relate to its employees.

4. Set up the Training Department
Which Department Has Authority?
A training and development department can be a standalone
function like HR, sales, IT, accounting or marketing.
Training departments often fall under the HR department’s
authority, however, because HR is usually responsible for
employee training.
If the training department is going to focus on only one area of
your company, such as sales, IT or production, then you can put
the training department under that department’s authority,
making it a sub-department.

5. Set up the Training Department
Choose Your Training Tools
Once you know what type of training you’re going to be doing,
decide what types of training tools you’ll use.
This will help you decide if one or more of your existing
departments needs to be involved.
For example, if you will be training your sales people to start
making video calls, your IT department will be involved. If you
will be training salespeople to write proposals and sales letters
and answer RFPs, your marketing or communications
department will probably need to be involved.

6. Set up the Training Department
Get Employee Input
Even if you’re a small company, don’t create a top-down training
program that doesn’t have input from employees.
The people who are going to be trained can provide you with a
wealth of information about what they need and what their
current capabilities are.
If they have worked at other companies, they can give you ideas
for training tools, technologies, curricula and materials.

7. Set up the Training Department
Choose Your Trainers and Managers
Once you know what training programs you’re going to offer, which tools
you’ll be using and which departments will oversee the training, you can
decide who will run your new department. You might have one overall
manager or coordinator and several trainers handling different training
sessions.
You might choose to outsource some of your training, using training and
development specialists come in to teach your staff, such as having a
customer service expert come in twice a year to hold a half-day workshop for
your CSRs. You might have your production manager give new employees a
one-day training session as they are hired.
You might have a training department head develop the curriculum for
general training programs and create presentations she gives once a month,
working with the various department heads to develop the presentations.

8. Set up the Training Department
Introduce the New Department
Announce your new department to your employees.
Let them see where it fits in with your company’s other
departments and show where the department
employees fit into your organization chart. Employees
should see who the department managers and trainers
report to, and who falls underneath these new staff
members.

10. Faculty Model
1. Employs a structure like a college.
2. Headed by a director under whom there is a staff of experts with
highly specialized knowledge of particular topics or skill areas.
Each expert develops and delivers training in his/her area of
expertise.
Strengths :-
The available expertise, and the ease of planning programs around
areas of expertise.
Weaknesses
1. Potentially not meeting the needs of the company—building
programs based on expertise rather than needs,
2. Trainees may not be motivated to learn if the training content
doesn’t match business needs.
3. Training dollars may be spent on unnecessary training.

12. Customer model Responsible for the training needs of one division or function of the
company.
Training programs are developed more in line with the particular needs of a business
group.
Trainers are expected to be aware of business needs and to update courses and
content to reflect them.
It Involves considerable time, programs may vary greatly in effectiveness, and design
may be poor.
Strengths
This organizes training by business needs, trainers should be in tune with business
needs and plan training programs accordingly, trainees are more likely to find the
training content meaningful.
Weaknesses
Trainers needing to spend significant time learning about the function they serve
before they can effectively serve them,
There may be redundancy in the training provided across functions, and the programs
may vary in effectiveness across functional areas because it is difficult for the training
director to oversee each functional area to maintain quality across areas,
Employees from the functional area may serve as trainers, but lack training in
instructional design and learning theory.
The Customer Model

14. The Matrix Model
The Matrix Model of training department organization involves
having trainers report both to a training director and a functional
area manager.
Thus, the trainer must be both a training expert and an expert in
a functional area.
Strengths include the link to business needs, the expertise each
trainer has in a functional area, and the likelihood that the trainer
will also stay current in the training field.
Weaknesses of this model include the greater time demands on
the trainer and conflicts due to reporting to two managers.

16. Corporate University Model
The corporate university model differs from the other models in that the
client group includes not only employee and manager but also stakeholders
outside the company including community colleges, universities, high
schools, and grade schools. Training functions organized by the university
model tend to offer a wider range of programs and courses than functions
organized by the other model.
Training in this model particularly is more responsive to corporate needs
than other learning intervention methods and adds value to the company
business goals by helping recruit and retain talent. Their special focus is on
disseminating common culture and driving changes in the entire
organization. Corporate University model is sustainable to suit continuous
employee learning and skill development and highlights the new approach
of “active learning” that is increasingly being adopted as the future tool for
training and development.

18. Business Embedded Model
Business Embedded model means that the training team is constantly
engaged in discussion with the rest of operations. Silos are destroyed.
SWOT analysis (looking at strengths, weaknesses, opportunities and threats)
becomes regular practice.
The voice of the customer is deeply embedded into the curriculum. This
means that the purpose of training is to create material that adds value to
the skill sets of employees in a manner that drives new products and
enhances competitive advantage.
For example, if a company is struggling to find the kind of talent it needs to
satisfy a specific kind of skill required to meet new customer/product
requirements, they might look to apprenticeship programs or in-house
training modeled around this specific skill need. Or, let’s say that an external
competitor is achieving higher customer satisfaction scores due to a rock
solid inside sales force, leading to higher sales volume in the marketplace
than the others. In this case the company may need to bring some high
impact phone sales training to the workforce that is current, applicable to
the product at hand, and tied to performance systems.