The New Face of Training

1
The New Face of Training

• Dr. James J. Kirk
• Professor of HRD

2
What You Will Learn

• Two major trends in the training field
• Traditional vs new training practices
• The new emphasis on performance systems
• The use of technology to deliver instruction and
  support employee performance

3
Traditional Training Assumptions

• Training (giving employees more skill, knowledge,
  or ability) is the solution to performance
  problems.
• The goal of training is to give employees more
  skill, knowledge, or ability.

4
Traditional Training Assumptions

• A training department should deliver the training
  that customers ask for.
• A trainer's most important skill is to deliver
  training and facilitate learning.

5
New Assumptions

• Training is one possible intervention when there
  are performance problems.
• The goal of performance is to meet organizational
  performance goals.

6
New Assumptions

• A performance improvement department should
  question whether training is needed.
• A performance improver's most important skill is
  to diagnose performance problems.

7
Traditional Training Roles

• Training needs analysis
• Training design
• Training delivery
• Evaluation
• Training management and coordination

8
New Roles

• Performance analysis/diagnosis
• Cause analysis
• Intervention
• Change implementation
• Evaluation and feedback
• Project management

9
Traditional Training Measures

• Reaction of participants
• Capability after training
• Transfer of learning to job
• Return on investment

10
New Measures

• Effect on performance gap
• Achievement of business goal

11
Traditional Training Tools

• Assessment instruments
• Instructional design models
• Group process
• The classroom
• Learning technology
• Textbooks, workbooks, tests

12
New Tools

• Organization's operating plan
• Strategy statement
• Process map
• Templates, models, matrices for human performance
  management
• Performance support technology

13
Traditional Customers Of Trainers

• The learner
• The learner's manager
• The training purchaser

14
New Customers

• The process owner
• The performer
• The performer's manager
• The company's customers

15
New Clients Value

• Flatter, horizontal structures
• Work done by teams organized around processes
• Highly skilled workers empowered to act
• Collaboration among teams, between labor and
  management, and with suppliers

16
New Clients Value

• Focus on quality, customers, and continuous
  improvement
• Flexible technologies
• Formal change management.

17
The New Training Skills

• Analytic skills
• Consulting skills
• Change implementation and other intervention
  skills
• Measurement skills.

18
Areas Of Future Training Practice
Performance Improvement
Performance-Based Training
Training For Skills Knowledge
19
Five Key Elements To Performance

• Results that make a company competitive
• Measurable change
• People with the right skill, knowledge, and
  behavior to perform as desired
• Systems and processes that connect work effort to
  desired results
• Methods for analyzing and closing gaps between
  current and desired performance

20
Performance Support

• The concept of using technology to integrate
  knowledge and learning experiences with software
  tools to improve business performance by
• (a) bringing individuals up to speed in their
  work as quickly as possible and with the minimum
  of support from other people, and
• (b) providing an electronic infrastructure to
  enable organizational learning.

21
Electronic Performance Support System (EPSS)

• The computer system that is produced as a result
  of applying the concept of Performance Support
  (PS). It integrates software tools, knowledge and
  learning experiences to improve business
  performance by
• (a) bringing individuals up to speed in their
  work as quickly as possible and with the minimum
  of support from other people, and
• (b) providing an electronic infrastructure to
  enable organizational learning.

22
Uses Electronic Performance Support Systems

• Task structuring support help with how to do a
  task (procedures and processes),
• access to knowledge bases (help user find
  information needed)
• Alternate forms of knowledge representation
  (multiple representations of knowledge, e.g.,
  video, audio, text, image, data)

23
Characteristics Of Electronic Performance Support
Systems

• Are computer-based
• Provide access to the discrete, specific
  information needed to perform a task at the time
  the task is to be performed
• Are used on the job, or in simulations or other
  practice of the job
• Are controlled by the user
• Reduce the need for prior training in order to
  accomplish the task

24
Characteristics Of Electronic Performance Support
Systems

• Provide fast access to information
• Irreverent information is excluded
• Allow for different levels of user knowledge
• Accommodates different learning styles
• Integrates information, advise, and learning
  experience
• Makes use of artificial intelligence

25
Web-Based Training

• Web-based training (WBT) is an innovative
  approach to distance learning in which
  computer-based training (CBT) is transformed by
  the technologies and methodologies of the World
  Wide Web, the Internet, and intranets. (Tim Kilby)

26
Web-Based Training

• Web-based training presents live content, as
  fresh as the moment and modified at will, in a
  structure allowing self-directed, self-paced
  instruction in any topic. (Tim Kilby)

27
Web-Based Training

• WBT is media-rich training fully capable of
  evaluation, adaptation, and remediation, all
  independent of computer platform. (Tim Kilby)

28
Advantages WBT Include

• Easy delivery of training to users
• Instant multi-platform capabilities (Windows,
  Mac, UNIX)
• easy updating of content
• Shift from costly programming to interface and
  content design
• Quicker turn-around of finished product
• Requires less technical support

(Tim Kilby)
29
Advantages WBT Include

• Billing options by user ID, number of accesses,
  date/time of access
• Access is controllable
• Options for private networks
• Options to link with other training systems
• Multitasking capability
• Vast, untapped market for training

(Tim Kilby)
30
Disadvantages Of WBI Include

• Limited formatting of content in current browsers
  
• Bandwidth/browser limitations may restrict
  instructional methodologies
• Limited bandwidth means slower performance for
  sound, video, and graphics
• Someone must provide server access, control
  usage, bill users

(Tim Kilby)
31
The Internet and Intranets
32
Intranet An Internal Web

• An intranet is a computer network connecting an
  affiliated set of clients (customers) using
  standard internet protocols (languages computers
  use to communicate to one another)
• It is a computer web designed for and used by a
  particular business or organization

33
Internal Webs

• In general a web can be defined as an
  unstructured client/server network that uses HTTP
  as its transaction protocol (language).
• The World Wide Web comprises all HTTP nodes
  (computer connections) on the public Internet

34
Internal Webs

• An internal web comprises all HTTP nodes on a
  private network, such as a corporate LAN (local
  area network) or WAN (wide area network)
• Internal webs, a.k.a intranets, are only
  logically "internal" to an organization
• Physically they can span the globe, as long as
  access is limited to a defined community of
  interest

35
Intranets Can Be A

• Decision making tool
• Learning organization tool
• Collaboration tool

36
Intranets A DecisionMaking Tool

• The Intranet links together all of the
  information in your organization. Either you can
  look at pre-determined information, or you can
  use interactive forms or report writers to prune
  and graft information to help you analyze market
  trends, or business behavior. You can share
  results with colleagues, clients and partners,
  and modify your business decisions accordingly.

37
Intranets A Learning Organization Tool

• When information can be pulled instantly,
  decision makers are able to analyze business
  processes, business opportunities, and business
  goals much faster. More employees can become
  decision makers. Communication is opened up.
  The company that shares information, learns
  together, improves together, and creates a more
  intelligent organization.

38
IntranetsA Collaboration Tool

• Quality products, internal customer services,
  technical procedures, departmental goals,
  shortcuts, and tips are made available to all
  employees. Various electronic forums (e.g.,
  video conferencing, electronic white boards,
  single document sharing) enable employees with
  common interests to meet and hash out issues,
  until the best possible solution is achieved.

39
New Training Skills

• An understanding of distance
  learning/training
• Computer usage
• Electronic communications
• Use of electronic performance systems
• Designing multimedial instructional units for
  delivery over intranets
• Design of new electronic instructional delivery
  system

40
What You Have Learned

• Two major trends in the training field
• Traditional vs new training practices
• The new emphasis on performance systems
• The use of technology to deliver instruction and
  support employee performance

41
(No Transcript)