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Chapter
13
The Future of Training and
Development

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Objectives
After reading this chapter, you should be able to:
1. Identify the future trends that are likely to
influence training departments and trainers.
2. Discuss how these future trends may impact
training delivery and administration as well
as the strategic role of the training
department.
3. Describe the components of the change
model and how they can be used to introduce
a new training method.
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Objectives (continued)
4. Benchmark current training practices.

5. Discuss how process reengineering can be

used to review and redesign training
administration practices.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Future Trends Affecting Training

 The use of new technologies for training
delivery will increase.
 Demand for training for virtual work
arrangements will rise.
 Emphasis on storage and use of intellectual
capital will rise.
 Training departments will become “virtual
training organizations.”
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Future Trends (continued)

 Training will focus on business needs and
performance.
 Training departments will develop partnerships
and outsource.
 Training and development will be viewed more
from a change model perspective.

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The use of new technologies for training

delivery:
 Cost of these new technologies will decrease.
 Training costs will be substantially reduced
through use of new technologies.
 Technologies allow trainers to build into training
many of the desirable features of a learning
environment.
 Technology will allow training to be delivered to
contingent, decentralized employees in a timely,
effective manner.
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Demand for training for virtual work

arrangements:
 Virtual work arrangements –
 Work that is conducted in a remote location
 Employee has limited contact with peers

 Employee able to communicate electronically

 Two training challenges –

 Companies have to invest in training delivery
methods that facilitate digital collaboration.
 Teams and employees must be provided the tools
they need for finding knowledge.
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Training departments will better store and

use intellectual capital:
 New technologies such as Lotus Notes and
Intranets as well as growing emphasis on creating
a learning organization mean that companies will
increasingly seek ways to turn employees’
knowledge into a shared company asset.
 Trainers and the training department likely will be
charged with managing knowledge and
coordinating organizational learning.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Training departments will become “virtual

training organizations:”
 Virtual training organization – refers to the
company’s training function viewing
managers, business units, and employees as
internal customers.
 As a result, the training function needs to
show how training relates to the bottom
line.

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“Virtual training organizations” (continued)

 In the future, training departments will need to

focus on providing evidence that:
 Skillstransfer to the workplace.
 Training is related to individual and group
performance.
 Trainers and managers will need to ensure that they
can show the relationship between training and:
 Specific
business goals.
 Employee and team performance.

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Training will focus on business needs and

performance:
 Training departments will have to ensure that they
are seen as helping the business functions to meet
their needs.
 Requires a shift from training as the solution to
business problems to a performance analysis
approach.
 Involves identifying performance gaps or
deficiencies and examining training as one possible
solution for the business units (internal customers).

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Focus on business needs and

performance: (continued)
 Training departments’ responsibilities will likely
include a greater focus on producing systems that
employees can use for information on an as-
needed basis.
 This need is driven by:

 The use of contingent employees.

 Increased flexibility necessary to adapt products
and services to meet customers’ needs.

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Training departments will develop

partnerships and outsource:
 Companies are increasing their use of external
suppliers of training due to:
 Shrinkingtraining staffs resulting from downsizing.
 Development of specialized new knowledge that
employees need to learn.
 Varying demand for training services.

 External suppliers may include consultants,

academics, graduate students, and companies in
the entertainment and mass communication
industries.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Viewing training and development from a

change model perspective:
 For new training or development practices to be
successfully implemented, they must first be
accepted by managers, upper management, and
employees.
 For managers and employees, change is not easy.

 Resistance to new training and development

practices is likely.
 Training and development should be viewed from
a change model perspective.
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Change model perspective (continued)

 The process of change is based on the interaction

among four components of the organization:
 Task

 Employees

 Formal organization arrangements

 Informal organization

 Different types of change-related problems occur

depending on the organizational component that is
influenced by the change.
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Change model perspective (continued)

 Fourchange-related problems need to be

considered for any new training practice:
Resistance to change
Control

Power

Task redefinition

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Change model perspective (continued)

A Change Model Power

Imbalance

Informal
Organization

Task Formal
Task Loss of
Redefinition Organizational
Control
Challenges Arrangements

Individual
Employees
Components of
the organization
Resistance
Change-related to Change
problems
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Determining if change is necessary:

Benchmarking and process engineering
 Viewing training from a systems perspective means
that companies and trainers need to understand both
internal and external environments.
 They need to understand the effectiveness and
efficiency of current training practices.
 They need to be aware of other companies’
practices to ensure that their training practices are
the best possible.

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Determining if change is necessary:

(continued)

 Benchmarking provides information about other

companies’ practices.
 Trainers need to take several things into account
when benchmarking:
 Information about internal processes must be gathered
to serve as a comparison for best practices.
 The purpose of benchmarking and the practice to be
benchmarked must be clearly identified.
 Upper-level management needs to be committed to it.

 Quantitative and qualitative data should be collected.

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Determining if change is necessary:

(continued)

 Process reengineering provides information about

the effectiveness and efficiency of training
systems within the company.
 Trainers need to understand their current training
practices and processes and evaluate them to
determine what should be changed.
 Reengineering is critical to ensuring that the
benefits of new training and development
programs can be realized.
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Determining if change is necessary:

(continued)

 Reengineering is important when trying to:

 Deliver training using new technology.
 Streamline administrative processes and improve
the services the training department offers.
 Review the training department functions.

 Review a specific training program or development

program practice.

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Determining if change is necessary:

(continued)

 Reengineering involves four steps:

Identifythe process to be reengineered.
Understand the process.

Redesign the process.

Implement the new process.

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Determining if change is necessary:

(continued)

The Reengineering Process

Identify the
Understand the Redesign the Implement the
Process to Be
Process Process New Process
Reengineered

Feedback

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Steps In Implementing Change

Using Training To Overcoming Resistance

Understand New Tasks To Change

Shaping Political Managing The Transition

Dynamics

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Managers’ Misconceptions About Training

 Training is not valuable.

 Training is an expense, not an investment.
 Anybody can be a trainer.
 The training department is a good place to
put poor performers.
 Training is the responsibility of the trainers.

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Change Interventions

Survey Feedback

Process Consultation

Group Interventions

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