The Future of Training and

Development
OBJECTIVES

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.

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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
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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.

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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:
◾Skills transfer 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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 TRAINING DEPARTMENTS WILL DEVELOP
PARTNERSHIPS AND OUTSOURCE:

Companies are increasing their use of external suppliers of training due to:
🢝 Shrinking training 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.

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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)

Four change-related problems need to be

considered for any new training practice:
🢝 Resistance to change
🢝 Control
🢝 Power
🢝 Task redefinition

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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)

▣ 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)
The Reengineering Process

Identify the Process Understand

to Be Reengineered
the Process
Redesign the ProcessImplement the
New Process

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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