The document summarizes the future trends that will affect training and development. It discusses how new technologies, virtual work arrangements, rapid design approaches, intellectual capital management, embedded learning, and performance analysis will increasingly influence training. It also describes how training partnerships and outsourcing will grow. Finally, it outlines the key issues in implementing organizational change through training, such as overcoming resistance and managing the transition process.

1. TRAINING & DEVELOPEMENT
Instructor:Yrd. Doç. Dr. Melek Birsel
Topic: The Future of Training &
Development
By: Fathe Mahdi Wozir
Dec,13,2012

2. CONTENTS (24 Slides)
1. FUTURE TRENDS THAT WILL AFFECT TRAINING
-NEW TECHNOLOGIES
-VIRTUAL WORK ARRANGEMENT
-DESIGN, CONTENT & DELIVERY METHOD
-INTELLECTUAL CAPITAL
-PERFORMNACE SUPPORT
-PERFORMANCE ANALYSIS
-PARTNERSHIP & OUTSOURCING
2. A CHANGE MODEL PERSPECTIVE TO TRAINING & DEVELOPMENT
-CHANGE RELATED PROBLEMS
-STEPS IN A CHANGE PROCESS
-METHODS TO DETERMINE WHETHER CHANGE IS NEEDED
(BENCHMARKING & PROCESS REENGINEERING)
-KEY ISSUES IN IMPLIMENTING CHANGE
2-25

3. Increased Use of New Technologies for
Training Delivery
The use of Online learning, Mobile learning(Ipods) & other
Technologies will likely increase in the future. The main reasons
include:
The cost of new technologies will decrease.
Technology will help employees to better serve customers and generate
new business.
It can reduce training costs (travel, food, housing).
It allows trainers to build into training the desirable features of a
learning environment (practice, feedback, reinforcement).
Training can be delivered at any place and time (contingent employees,
alternative work arrangements).
New technologies that combine computer science, instructional design & graphic
interfece have potential to increase the ability to learn.
Examples-Teleimmersion, -virtual retinal display -Digital Avatar
-instant messaging -Networking websites -blogs &social soft wares

4. Increased Demand for Training for Virtual
Work Arrangements
Virtual Work arrangements Include virtual Teams as well as
Telecommuting, work conducted in a remote location.
Communication is mainly electronically.
Location, organization structure, and employment relationships
are not limiting factors in virtual work arrangements.
here, Leadership, Shared Value & rewarded Goals are important
Two training challenges:
Companies must invest in training delivery methods that facilitate digital
collaboration.
Teams and employees must be provided with tools needed for finding
knowledge.
4-25

5. Increased Emphasis on Speed in Design, Focus in Content,
and Use of Multiple Delivery Methods
Due to new technology, trainers are being challenged to find new
ways to use instructional design.
Two Shifts are taking place:
-who is leading the learning-from instructor to employee
-Place-from workplace to mobile learning
Trainers must determine the best way to design Effective Training
Rapid Instructional Design (RID)-a group of techniques that
allows training to be built more quickly-(time & cost Reduction)
Two important principles in RID:
Instructional content and process can be developed independent of each
other.
Resources devoted to design and delivery of instruction can be
reallocated as appropriate. 5-25

6. Examples of RID Strategies
6-25

7. Increased Emphasis on Capturing and
Sharing Intellectual Capital
Companies that recognize the strategic value of becoming a learning
organization & are concerned about the loss of valuable knowledge
(e.g. due to retirement) will continue to seek ways to turn
employees’ knowledge(human capital) in to a shared company asset.
Trainers & training departments will be charged with managing
knowledge & coordinating organizational learning.
Sharing knowledge and contributing to intellectual capital will
become more common as collaborative social networking
technology and Web tools make this simpler to implement.
Positions like knowledge manager or chief information officer
Trainers must be technologically literate.
7-25

8. Increased Use of True Performance Support
Companies are moving away from courseware & classes as performance
improvement method to support that is available during work, i.e. true
performance support
Embedded Learning - occurs on the job as needed; involves
collaboration and nonlearning technologies(e.g instant
messaging); is integrated with knowledge management.
May become increasingly prevalent as companies cannot have
employees spend hours on classroom or online learning that is not
directly relevant to their current job demands.
Formal methods will not disappear but will focus more on development
of competencies that can benefit the employee and the company in the
long run, but embedded learning will focus on providing the learning
that the employee needs to complete key jobs tasks.
Embedded learning –task specific, real time content and simulation 8-25

9. Increased Use of True Performance Support
(cont.)
Learning is expected as a result of collaboration with employees and
machines in the work process.
In the future, employees will:
be presented with short learning episodes embedded in
their work.
be alerted when the learning episodes are needed.
have direct connections to experts.
be continuously connected online wirelessly.
have simulations for guidance.
Technology available for collaboration includes virtual classroom
software and asynchronous tools.
9-25

10. Functional Areas and Applications of Real-
Time Extended Business
10-25

11. Increased Emphasis on Performance Analysis and
Learning for Business Enhancement
Training departments are shifting their focus from training as a
solution to business problem to a performance analysis approach.
Performance Analysis Approach - identifying performance gaps
or deficiencies and examining training as one possible solution for
the business units.
Three ways Training departments will need to be involved are:
Focus on interventions related to performance improvement.
Provide support for high-performance work systems.
Developing systems for training administration, development & delivery
that reduces cost & that increases employees’ access to learning
Companies are striving to create high performance workplace- &
this forces trainers to prepare & provide effective training in
interpersonal, quality, and technical skills as well as to help
employees understand production system/customer service 11-25

12. Increased Use of Training Partnerships and
Outsourcing Training
Training departments will increase partnerships
with academic institutions to provide basic skills
training and to develop customized programs.
The role of external suppliers of training
increases.
Application Service Provider (ASP) - a
company that rents out access to software for a
specific application. Helps to offer structured
content & custom option.
12-25

13. SKILLS FOR FUTURE TRAINERS
Some of the major skills needed are:
-Matching Training content & Methods to the local culture of work force
-Designing a learning space as well as content in a technology-driven
learning environments
-Use of Multimedia Tools including audio, video, webcast & live action
-Use of assessment to determine Trainees’ learning style
-Facilitate Learning & stay in touch with employee, managers &
business units to identify what they need and act accordingly
-Developing & delivering learning that is integrated with the job
-Packaging & delivering training in different formats for beginners &
experts
13-25

14. Training and Development From a Change
Model Perspective
First of all training is a tool to bring change-in b/r, attitude or skill
For new training or development practices to be successfully
implemented, they must be accepted by the customer (Manager,
upper manager, employee).
1. Employees must understand reasons for change and agree with the reason.
2. Employees must have the skills needed to implement the change.
3. Employees must see managers and employees in power positions support
the change.
4. Organizational structures such as compensation & performance
management system must support the change.
Change is not easy & resistance might occur at any time. So a
change model is developed where the process of change is based on
the interaction among four components of the organization.
14-25

15. A Change Model
15

16. Training and Development From a Change
Model Perspective(Cont.)
There are four change related problems that need to be addressed
before implementation of any new training practice:
1. Resistance to change :-Managers’ & Employees’ unwillingness to change
2. Control:-change can cause managers & employees to have less
control over resources
3. Power:- the ability to influence others becomes less(due to autonomy)
4. Task Redefinition;- change creates a change in managers’ &
employees’ roles & job responsibilities
16-25

17. Steps in a Change Process(recommendations for
successful change)
17

18. Methods to Determine Whether Change is
Necessary
From a systems perspective, companies and trainers
need to:
understand both internal and external environments.
Specifically, they need to understand the effectiveness and
efficiency of current training practices.
Also be aware of other companies’ practices to ensure that their
training practices are the best possible.
Concerning this, two concepts are forwarded,
-Benchmarking &
-Process Reengineering
18-25

19. Methods to Determine Whether Change is
Necessary (cont.)
Benchmarking-: is the practice of finding examples of excellent products,
services or systems (i.e. best practices).
It is important component of companies’ quality strategy. By looking at how
excellent companies conduct training, a company can identify how its training
practices compare to the best practices and also to learn from others.
In short, it provides information about other companies’ best practices.
Process Reengineering-: is a complete review of critical processes &
redesign of those processes to make them more efficient & able to deliver higher
quality.
Especially important when trainers attempt to deliver training using new
technologies. It can be used to review the training department functions &
processes or to review a specific training program or development program
practice such as a career management system
It provides information about the effectiveness and efficiency of training systems
within the company. 19-25

20. The Reengineering Process
20-25

21. Key Issues in Implementing Change
Companies face many forces(previous discussions)-so to
overcome this, they have to change (to become
successful)
Organization Development is a planned, systematic
change process that uses behavioral science knowledge
and techniques to improve companies’ effectiveness by
improving relationships and increasing learning and
problem-solving capabilities.
21-25

22. Key Issues in Implementing Change (cont.)
Change Management - process of ensuring that new
interventions such as training practices are accepted and used by
employees and managers. ¾ of reengineering, TQM, strategic
planning & downsizing efforts in our world failed. Thus,
Four issues must be considered to facilitate the change
management process:
1.Overcoming resistance to change.
-involve affected people in planning the change & reward them
-divide the implementation of the new practice in to stapes
2.Managing the transition to the new practice.
-communicating a clear picture of the future &
-creating organizational arrangements for the transition(help
22-25
line, contact person)

23. Key Issues in Implementing Change (cont.)
3.Shaping political dynamics.
-Managers need to seek the support of key power groups
including formal & informal leaders.
- Publicizing the function & value of training & the department
-Avoid the most common misconception about training (E.g.
Training is not Valuable, it is an Expense not investment,
anybody can be trainer, training is responsibility of trainer, etc)
4.Using training to explain new Tasks
- change not only involve alteration of the way service or process
is going to be provided, but also in employees’ & managers’ role.
Managers & employees need to be trained to deal with new
system 23-25

24. Key Issues in Implementing Change (cont.)
Change Interventions
Besides Training, there are several interventions that companies have
used successfully to bring about change. These are:
Survey feedback - collecting information about employees’ attitudes
and perceptions using a survey, summarizing the results, and providing
employees with feedback to stimulate discussion, identify problems, and
plan actions to solve problems.
Process consultation - a consultant works with managers or other
employees to help them understand and take action to improve specific
events that occur at work. E.g. Analysis of Relationships between
employees, the workflow, how decisions are made, etc.
24-25

25. Key Issues in Implementing Change (cont.)
Group Interventions - involves employees from different parts of the
organization. They may also involve customers, and other stakeholders
from outside. It brings together the participants in an off-site setting to
discuss problems and opportunities or to plan change.
Large group interventions seek to bring about radical change in the entire
company by involving the entire company system
Intergroup Activities attempts to improve relationships among different
teams, departments or groups.
25-25

26. THANK YOU
FOR YOUR
PARTICIPATION!
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