This document discusses strategic training and how business strategy influences an organization's training needs and approach. It covers how a company's goals, competitive strategies like growth, and other factors shape the type and amount of training required. The strategic training process involves aligning training initiatives with business strategy and measuring the impact on key metrics. Different models for organizing a training department are presented, including centralized, embedded, and outsourced approaches. Factors that influence training include organizational characteristics, staffing strategies, and resistance to change.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
A planned process to modify attitude , knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organization.
Definition of Training
Training Design Process
The Forces influencing working and learning
The Strategic Training and Development Process
Organizational Characteristics that Influence Training
How Employee Learning and Development Can Drive Business Growth.pdfMenTutor
Investing in employee learning and development can lead to business growth. Discover the benefits, strategies, and best practices for effective employee training programs, including mentorship, alignment with company goals, and creating a culture of continuous learning. Overcome challenges such as limited budget and resistance to change to improve employee productivity, quality of work, customer satisfaction, innovation, and more.
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A planned process to modify attitude , knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organization.
Definition of Training
Training Design Process
The Forces influencing working and learning
The Strategic Training and Development Process
Organizational Characteristics that Influence Training
How Employee Learning and Development Can Drive Business Growth.pdfMenTutor
Investing in employee learning and development can lead to business growth. Discover the benefits, strategies, and best practices for effective employee training programs, including mentorship, alignment with company goals, and creating a culture of continuous learning. Overcome challenges such as limited budget and resistance to change to improve employee productivity, quality of work, customer satisfaction, innovation, and more.
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. Learning Objectives
2-2
Discuss how business strategy influences the type
and amount of training in a company
Describe the strategic training and development
process
Discuss how a company’s staffing and human
resource planning strategies influence training
Explain the training needs created by concentration,
internal growth external growth, and disinvestment
business strategies
3. Learning Objectives
2-3
Discuss the advantages and disadvantages of
centralizing the training function
Discuss the strengths of the business embedded
model for organizing the training function
Explain a corporate university and its benefits
4. Introduction
2-4
Business strategy
Integrates the company's goals, policies, and actions
Influences how the company uses:
Physical capital, financial capital, and human capital
Goals- What the company hopes to achieve in the
medium- and long-term future
5. Introduction
2-5
Strategy determines:
Amount of training required for current or future job
skills
Extent to which training should be customized for
particular needs
Extent to which training is restricted to specific groups
of employees or open to all
Extent to which training is planned and systematically
administered
Importance placed on training compared to other HR
practices
6. Learning as a Strategic Focus
2-6
Learning organization: A company thathas:
An enhanced capacity to learn, adapt, and change
Carefully scrutinized and aligned training processes
with company goals
Training as a part of system designed to create human
capital
7. Table 2.1- Key Features of a Learning
Organization
Supportive Learning Environment
• Employees feel safe expressing their thoughts about work, asking questions,
disagreeing with managers,
and admitting mistakes.
• Different functional and cultural perspectives are appreciated.
• Employees are encouraged to take risks, innovate, and explore the untested and
unknown, such as trying new processes and developing new products and
services.
• Thoughtful review of the company’s processes is encouraged.
Learning Processes and Practices
• Knowledge creation, dissemination, sharing, and application are practiced.
• Systems are developed for creating, capturing, and sharing knowledge.
Managers Reinforce Learning
• Managers actively question and listen to employees, encouraging dialogue and
debate.
• Managers are willing to consider alternative points of view.
• Time is devoted to problem identification, learning processes and practices, and
post-performance audits.
• Learning is rewarded, promoted, and supported. 2-7
8. Implications of Learning for Human
Capital Development
2-8
Recognition that learning should help:
Employees improve performance
Achieve business goals
Learning should occur on as needed basis
Need to support informal learning
Learning should be supported psychologically
9. Implications of Learning for Human
Capital Development
2-9
Key capabilities
Aligning learning goals to business goals
Measuring of business impact of learning
Movement of learning outside the company
Developing competencies for critical jobs
Integrating learning with other human resource
functions
Including classroom as well as e-learning
Designing and delivering leadership development
courses
10. Figure 2.1- The Strategic Training and
Development Process
Business
Strategy
Strategic
Training &
Development
Initiatives
Training &
Development
Activities
Metrics That
Show Value
of Training
2-10
• Diversify the
Learning Portfolio
• Improve Customer
Service
• Accelerate the
Pace of Employee
Learning
• Capture and Share
Knowledge
• Use Web-Based Training
• Make Development
Planning Mandatory
• Develop Web Sitesfor
Knowledge Sharing
• Increase Amountof
Customer Service
Training
• Learning
• Performance Improvement
• ReducedCustomer
Complaints
• Reduced Turnover
• Employee Engagement
11. The Strategic Training and Development
Process
2-11
Mission: Company's reason for existing
Vision: Is the picture of the future that the company
wants to achieve
Values: What the company stands for
SWOT analysis
Internal analysis of strengths and weaknesses
External analysis of opportunities and threats
External analysis: Examining the operating
environment to identify opportunities and threats
12. The Strategic Training and Development
Process
2-12
Internal analysis
Identifies the company’s strength and weaknesses
Examines the available quantity and quality of
financial, physical, and human capital
Strategic choice: The strategy believed to be the
best alternative to achieve the company goals
13. Figure 2.2- Formulating the Business
Strategy External
Analysis
Opportunities
Threats
Mission
Why does the
Company Exist?
Goals
Company
Objectives
Strategic Choice
How will we
Compete?
Internal
Analysis
Strengths
Weaknesses
2-13
14. Table 2.2- Possible Business Goals
Influenced by Training
Productivity
Reduced scrap and rework
Increased customer satisfaction
Reduced operational risks and accidents due to employee carelessness
Increased employee satisfaction and retention
Increased time and value-producing goods, such as increase in billable project time
hours
Better management decisions
Increased development of human capital
Succession planning needed for competitive advantage and growth.
2-14
15. Table 2.3- Decisions a Company Must Make
About How to Compete to Reach its Goals
1. Where to compete?
In what markets (industries, products, etc.) will we compete?
2. How to compete?
On what outcome or differentiating characteristic will we compete?
Cost? Quality?
Reliability? Delivery? Innovativeness?
3. With what will we compete?
What resources will allow us to beat the competition? How will we
acquire, develop,
and deploy those resources to compete?
2-15
16. The Strategic Training and Development
Process
2-16
Strategic training and development initiatives:
Learning-related actions that help to achieve
business strategy
17. Strategic Training and
Development Initiatives
Diversify the Learning
Portfolio
Expand Who Is Trained
Accelerate the Pace of
Employee Learning
Improve Customer Service
Provide Development
Opportunities and
Communicate with Employees
Capture and Share Knowledge
Align Training and
Development with the
Company’s Direction
Ensure that the Work
Table 2.4- Strategic Training and Development Initiatives
and Their ImpI
lm
icp
l
ai
c
a
tt
ii
o
on
ns s
2-17
•Use technology, such as the Internet, for training
•Facilitate informal learning
•Provide more personalized learning opportunities
• Train customers, suppliers, and employees
•Offer more learning opportunities to nonmanagerial employees
•Quickly identify needs and provide a high-quality learning solution
•Reduce the time to develop training programs
•Facilitate access to learning resources on an as-needed basis
•Ensure that employees have product and service knowledge
•Ensure that employees have skills needed to interact with customers
•Ensure that employees understand their roles and decision-makingauthority
•Ensure that employees have opportunities to develop
•Ensure that employees understand career opportunities and personal growth opportunities
•Ensure that training and development addresses employees’ needs in current job as well as
growth opportunities
•Capture insight and information from knowledgeable employees
• Organize and store information logically
•Provide methods to make information available (e.g., resource guides, websites)
•Identify needed knowledge, skills, abilities, or competencies
•Ensure that current training and development programs support the company’s strategic
needs
•Remove constraints to learning, such as lack of time, resources, and equipment
• Dedicate physical space to encourage teamwork, collaboration, creativity, and knowledge
Environment Supports Learning sharing
and Transfer of Training
• Ensure that employees understand the importance of learning
18. 2-18
Table 2.5 - Questions to Ask to Develop
Strategic Training and Development
1 What is the vision and missiI
on
ni
o
t
f
i
t
a
h
e
t
i
c
v
o
m
e
p
s
a
n
y
?
Identify the Strategic drivers of the business strategy.
2.What capabilities does the company need as a result of the business strategy and
business environment challenges?
3.What types of training and development will best attract, retain, and
develop the
talent needed for success?
4.Which competencies are critical for company success and the business strategy?
5.Does the company have a plan for making the link between training and development
and the business strategy understood by executives, managers, and employees or
customers?
6.Will the senior management team publicly support and champion training and
development?
7. Does the company provide opportunities for training and developing not only
individuals but also teams?
19. The Strategic Training and Development
Process
2-19
Metrics
Business-level outcomes chosen to measure the
overall value of training or learning
Strategic business related measures not linked to one
course or program
Balance scorecard
Means of measurement for:
Overall company performance
Performance of departments or functions
20. The Strategic Training and Development
Process (cont.)
2-20
Considers four perspectives
Customer
Internal innovation
Learning
Financial
21. Organizational Characteristics That
Influence Training
2-21
Role of employees and managers
Employees- Responsible for quality of goods and
services
Managers must:
Manage individual and performance
Develop employees and encourage continuous learning
Plan and allocate resources
Coordinate activities and interdependent team
Facilitate decision making
Create and maintain trust
Represent one’s work unit
22. Organizational Characteristics That
Influence Training
2-22
Top management support
The CEO is responsible for
Setting a clear direction for learning
Providing encouragement, resources and commitment for
strategic learning
Governing learning and reviewing objectives
Developing new learning programs for the company
Teaching program or providing online resources
Serving as role model for learning
Promoting the companies commitment to learning
23. Organizational Characteristics That
Influence Training
2-23
Integration of business units
Training likely includes rotating employees between
jobs in different businesses
Global presence
Training helps prepare employees for temporary or
long-term overseas assignments
Business conditions
Impact the ability to find employees with necessary
skills, and retain current employees
24. Organizational Characteristics That
Influence Training
2-24
Other HRM practices
Human resource management (HRM) practices:
Activities related to:
Investments
Staffing
Performance management
Training
Compensation and benefits
25. Organizational Characteristics That
Influence Training
2-25
Staffing strategy: Company's decisions regarding:
Where to find employees
How to select them
The desired mix of employee skills and statuses
26. Figure 2.4 - Implications of Staffing
Strategy for Training
2-26
27. Organizational Characteristics That
Influence Training
2-27
Strategic value of Job and employee uniqueness
Uniqueness: Extent to which employees are rare and
specialized and not highly available
Strategic value
Employee potential to improve company effectiveness and
efficiency
Results in four types of employees
Knowledge-based workers
Job-based employees
Contract employees
Alliance/partnerships
28. Organizational Characteristics That
Influence Training
2-28
Human resource planning
Identification, analysis, forecasting, and planning of changes to
help meet changing business conditions
29. Organizational Characteristics That
Influence Training
2-29
Extent of unionization
Joint union-management programs help employees
prepare for new jobs
Staff involvement in training and development
Effectiveness of the training program depends on the
level of involvement of:
Managers
Employees
Specialized development staff
30. Organizational Characteristics That
Influence Training (cont.)
2-30
Staff involvement in training and development
If line managers are aware of what development
activity can achieve, they will be more willing to
become involved in it.
They will also become more involved in the training process if
they are rewarded for participating.
An emerging trend is that companies expect
employees to initiate the training process.
32. Training Needs in Different Strategies
2-32
Internal growth strategy
Focuses on new market and product development,
innovation, and joint ventures
External growth strategy
Emphasizes acquiring vendors and suppliers or buying
businesses to expand into new markets
Disinvestment strategy: Emphasizes liquidation
and divestiture of businesses
33. Models of Organizing the Training
Department
2-33
Centralized training
Training and development resources, and
professionals are housed in one location
Training investment and delivery methods decisions
are made from one department
Advantages- Helps integrate programs for developing
leaders and managing talent
35. Table 2.9- Features of Training Function
Organized by the BE Model
Strategic Direction
Broadly disseminates a clearly articulatedmission
Recognizes that its customer base is segmented
Provides customized solutions to its clients’ needs
Understands product life cycles
Organizes its offerings bycompetencies
Competes for internal customers
Product Design
Uses benchmarking and other innovative design
Implements strategies to develop productsquickly
Involves suppliers strategically
Structural Versatility
Employs professionals who serve as product and classroom instructors, managers, andinternal
consultants
Uses resources from many areas
Involves line managers in determining the direction of the department’s offerings andcontent
Product Delivery
Offers a menu of learningoptions
Delivers training at the work site
Accountability for Results
Believes that individual employees must take responsibility for their personal growth
Provides follow-up on the job to ensure that learning takesplace
Considers the manager the key player in supportinglearning
Evaluates the strategic effects of training and it’s bottom-lineresults
Guarantees that training will improve performance
2-35
36. Models of Organizing the Training
Department
2-36
The BE model with Centralized training
Allows the company to gain the benefits of centralized
training
Ensures that training content and delivery methods that
are business specific
38. Models of Organizing the Training
Department
2-38
Resistance to change: Managers’ and employees’
unwillingness to change
Control: Managers’ and employees’ ability to obtain
and distribute valuable resources
Power: Ability to influence others
Task redefinition: Creating changes in managers’
and employees’ roles and job responsibilities
39. Table 2.10 Steps in a change process
Steps in a change process
Clarify the request for change
Make the vision clear
Design the solution
Communicate and market for buy- in
Choose and announce action as soon as
possible
Execute and create short term wins
Follow up , reevaluate and modify
2-39
40. Marketing the Training and Creating A
Brand
2-40
Internal marketing-Making employees and managers
excited about training
Internal marketing tactics
Involve the target audience in developing the training
program
Demonstrate how a training program can be used to
solve specific business needs
Identify a “champion” who actively supports training
Listen and act on feedback received
41. Marketing the Training and Creating A
Brand
2-41
Advertise on e-mail, on company websites, and in
employee break areas
Designate someone to interact between the training
designer and the business unit
Determine the financial gains top- level executives are
concerned with
Don’t use jargon
42. Table 2.11- How to Build Training
Brand
• Ask current “customers” of training, including managers who purchase or ask for
training and employees who participate in training what their perceptions are of
the brand. For example, what emotions describe how they feel about the training
brand? What words summarize their feelings? What conclusions have they made
about doing business with you? Answers to these questions provide information
regarding the strength of the training brand and if it is being perceived positively or
as intended.
• Define how you want to be perceived by current and future customers.
• Identify factors that influence your customer’s perceptions of the training function.
• Review each of the factors to determine if it is supporting and communicating the
brand to your customers in a way that you intended.
• Make changes so that each factor is supporting the brand.
• Get customers feedback at each step of this process (define the brand, identify
factors, suggest changes, etc.).
• When interacting with customers, create an experience that supports and
identifies the brand.
2-42
43. Outsourcing Training
2-43
Outsourcing: Use of an outside company that
takes:
Complete responsibility and control of some or all
training or development activities including
Administration
Design
Delivery
Development
Business process outsourcing
Outsourcing of any business process, such as HRM,
production, or training
44. Outsourcing Training
2-44
Advantages of outsourcing training:
Cost savings
Time savings
Improvements in compliance with training mandates
Access best training practices
Reasons companies do not outsource their training
Inability of outsourcing providers to meet company
needs
Desire to maintain control over all aspects of training
and development
45. Table 2.12- Questions to Ask When
Considering Outsourcing
1. What are the capabilities of your in-house training function? Does the staff
know enough that you can grow the training skills you need, or do you need
to hire training skills from the outside?
2. Can your in-house training function take on additional training
responsibilities?
3. Is training key to your company’s strategy? Is it proprietary?
4. Does your company value its training organization?
5. Does the training content change rapidly?
6. Are outsourced trainers viewed as experts, or are they viewed with
cynicism?
7. Do you understand the strengths and weaknesses of your current training
programs?
8. Do you want to outsource the entire training function?
9. Are executive trying to minimize training’s impact on your company? Does
your company accept responsibility for building skills and talent?
10.Is a combination of internal and external training the best solution?
2-45