Chapter
13
The Future of
Training and
Development
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Future Trends That Will Affect Training
(1 of 2)
1. The use of new technologies for training delivery
will increase
2. Demand for training for virtual work arrangements
will rise
3. Emphasis on capture and storage and use of
intellectual capital will increase
4. Companies will rely on learning management
systems, integration with business processes, and
real-time learning
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Future Trends That Will Affect Training
(2 of 2)
5. Training will focus on business needs and
performance
6. Training departments will develop partnerships
and will outsource
7. Training and development will be viewed more
from a change model perspective
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New Technologies for Training Delivery
(1 of 2)
Cost of these new technologies will decrease
Companies can use technology to better prepare
employees to service customers and generate new
business
Training costs will be substantially reduced
through use of new technologies
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New Technologies for Training Delivery
(2 of 2)
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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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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Intellectual Capital
Companies will increasingly seek ways to turn
employees’ knowledge (intellectual capital) into a
shared company asset because of:
software such as Lotus Notes and intranets
growing emphasis on creating a learning organization
Trainers and the training department likely will:
manage knowledge
coordinate organizational learning
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Learning Management Systems (LMS)
(1 of 2)
Used to automate the administration of online
learning systems
Can help companies:
reduce travel costs related to training
reduce time for program completion
increase employees’ accessibility to training across the
business
provide administrative capabilities to track program
completion and course enrollments
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Learning Management Systems (LMS)
(2 of 2)
Important for human capital management
Human capital management – integrates training
with the human resource function to determine:
how training dollars are spent, and
how that expense relates to business dollars for the
company
Accomplished through a software system that
integrates all human resource management
activities with each other
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How should an LMS be developed?
1. Senior management needs to be convinced that
an LMS will



benefit employees
improve business functions
contribute to overall business strategy and goals
2. The company must have an e-learning culture
that supports online learning and encourages
employee participation
3. The online learning environment needs to be
under the control of the learner
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Functional Areas and Applications of RealTime Extended Business:
Resource Management
Collaborator Management
Human Capital Development
 Enterprise Resource Management
 Employee Resource Management
 Learning Management Systems

Process Management
Product Management
Product Life-Cycle Management
 Supply Chain Management
 Work Force Management
 Customer Relations Management

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Structured Knowledge
Management
 Instant Messaging
 Collaborative Web-Conferencing

Work Flow Management
 Customer Analytics
 Work Force Analytics
 Business Process Management

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Business Needs and Performance
(1 of 2)
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 (the customers)
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Business Needs and Performance
(2 of 2)
Two ways that training departments will need to
be involved are:
(1) focusing on interventions related to performance
improvement
(2) providing support for high-performance work
systems
Training departments’ responsibilities will include
a greater focus on systems that employees can use
for information on an as-needed basis
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Partnerships and Outsourcing (1 of 2)
Companies are turning to external suppliers for
their training services because:
downsizing has caused reductions in training staffs
employees are needing to learn specialized new
knowledge
demand for training services is fluctuating
External suppliers can be used as partners or as
sole providers of training services
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Partnerships and Outsourcing (2 of 2)
Outsourcing – the reliance on external suppliers
to provide training services
Application service provider (ASP) – a company
that rents out access to software for a specific
application
Major benefit is that company resources are not used
to purchase or maintain an internal network or intranet
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Training and Development from a
Change Model Perspective: (1 of 3)
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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Training and Development from a
Change Model Perspective: (2 of 3)
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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Training and Development from a
Change Model Perspective: (3 of 3)
Four change-related problems need to be
considered for any new training practice:
Resistance to change
Control
Power
Task redefinition
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A Change Model
Power
Imbalance
Informal
Organization
Task
Redefinition
Challenges
Formal
Organizational
Arrangements
Task
Loss of
Control
Individual
Components of
the organization
Change-related
problems
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Resistance
to Change
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Methods to Determine Whether Change
is Necessary
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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Methods to Determine Whether Change
is Necessary: Benchmarking
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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Example: Xerox’s Benchmarking Practices
1. Identify what is to be
benchmarked
6. Communicate benchmark
results and gain
acceptance
2. Identify comparable
companies
3. Determine data collection
methods and collect data
4. Determine current
performance levels
5. Project future performance
levels
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7. Establish functional goals
8. Develop action plans
9. Implement action plans
and monitor progress
10. Recalibrate benchmarks
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Methods to Determine Whether Change is
Necessary: Process Reengineering (1 of 3)
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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Methods to Determine Whether Change is
Necessary: Process Reengineering (2 of 3)
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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Methods to Determine Whether Change is
Necessary: Process Reengineering (3 of 3)
Reengineering involves four steps:
Identify the process to be reengineered
Understand the process
Redesign the process
Implement the new process
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The Reengineering Process
Identify the
Process to Be
Reengineered
Understand the
Process
Implement the
New Process
Redesign the
Process
Feedback
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Organization Development and Change
Management
Organization Development
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
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Change Management
The process of ensuring that
new interventions such as
training practices are
accepted and used by
employees and managers
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Change Management Steps
4. Using Training To
Explain New Tasks
3. Shaping Political
Dynamics
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1. Overcoming
Resistance To Change
2. Managing The
Transition
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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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