Developing and Implementing a Training and Development Strategy (Training & Development)

138 Pages·2003·1.02 MB·English

by  Colin Barrow

Implementing
a Training and
Development
Strategy
Roger Cartwright
(cid:2)Fast-track route to making your training and development
strategy an integral part of the overall goals and strategies of
your organization
(cid:2)Covers how to make training and development an effective
cyclical process, which encompasses identification, planning,
implementation and evaluation leading back to redefined training
needs. Also ensures that organizational goals match individual
T
aspiration R
A
IN
(cid:2)Case studies of the corporate arm of the Open University, IN
G
Kentucky Fried Chicken/Yum Brands, Kodak, The Famous Grouse &
Experience, Hong Kong Mass Transit D
E
V
E
(cid:2)Includes a comprehensive resources guide, key concepts and 11 LO
thinkers, a 10-step action plan and a section of FAQs . P
0 M
8
E
N
T

Implementing
a Training and
Development
Strategy
Roger Cartwright
(cid:2)Fast-track route to making your training and development
strategy an integral part of the overall goals and strategies of
your organization
(cid:2)Covers how to make training and development an effective
cyclical process, which encompasses identification, planning,
implementation and evaluation leading back to redefined training
needs. Also ensures that organizational goals match individual T
R
aspiration A
IN
(cid:2)Case studies of the corporate arm of the Open University, ING
Kentucky Fried Chicken/Yum Brands, Kodak, The Famous Grouse &
Experience, Hong Kong Mass Transit D
E
V
E
(cid:2)Includes a comprehensive resources guide, key concepts and 11 LO
thinkers, a 10-step action plan and a section of FAQs .0 PM
8
E
N
T
CopyrightCapstonePublishing,2003
TherightofRogerCartwrighttobeidentified astheauthorofthisbookhas
beenassertedinaccordancewiththeCopyright,DesignsandPatentsAct1988
FirstPublished2003by
CapstonePublishingLimited(aWileycompany)
8NewtecPlace
MagdalenRoad
OxfordOX41RE
UnitedKingdom
http://www.capstoneideas.com
AllRightsReserved.Exceptforthequotationofsmallpassagesforthepurposes
ofcriticismandreview,nopartofthispublicationmaybereproduced,stored
in a retrieval system or transmittedin any form or by any means, electronic,
mechanical,photocopying,recording,scanningorotherwise,exceptunderthe
terms of the Copyright,Designs and PatentsAct 1988 or under the terms of
alicenceissuedbytheCopyrightLicensingAgencyLtd,90TottenhamCourt
Road,LondonW1T4LP,UK,withoutthepermissioninwritingofthePublisher.
RequeststothePublishershouldbeaddressedtothePermissionsDepartment,
John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex
PO19 8SQ, England, or emailed to [email protected], or faxed to (+44)
1243770571.
CIPcataloguerecordsforthisbookareavailablefromtheBritishLibraryandthe
USLibraryofCongress
ISBN1-84112-449-4
PrintedandboundinGreatBritainbyT.J.InternationalLtd,Padstow,Cornwall
Wileyalsopublishesitsbooksinavarietyofelectronicformats.Somecontent
thatappearsinprintmaynotbeavailableinelectronicbooks.
Websitesoftenchangetheircontentsandaddresses;detailsofsiteslistedinthis
bookwereaccurateatthetimeofwriting,butmaychange.
SubstantialdiscountsonbulkquantitiesofCapstoneBooksareavailableto
corporations,professionalassociationsandotherorganizations.Fordetails
telephone Capstone Publishing on ([phone]), fax (+44-1865-
240941)oremail([email protected]).
Contents
IntroductiontoExpressExec v
11.08.01 IntroductiontoImplementingaTrainingand
DevelopmentStrategy 1
11.08.02 WhatisMeantbyaTrainingandDevelopment
Strategy? 5
11.08.03 TheEvolutionofTrainingandDevelopment
Strategies 15
11.08.04 TrainingandDevelopmentStrategiesandthe
E-Dimension 25
11.08.05 ImplementingaTrainingandDevelopment
Strategy–GlobalImplications 35
11.08.06 TheStateoftheArtofImplementingTraining
andDevelopmentStrategies 47
11.08.07 InPractice–ImplementingTrainingand
DevelopmentStrategySuccessStories 65
11.08.08 KeyConceptsandThinkers 85
11.08.09 ResourcesforImplementingaTrainingand
DevelopmentStrategy 99
11.08.10 TenStepstoImplementingaTrainingand
DevelopmentStrategy 111
FrequentlyAskedQuestions(FAQs) 121
Index 125

Introduction to
ExpressExec
ExpressExec is a completely up-to-date resource of current busi-
ness practice, accessible in a number of ways–anytime, anyplace,
anywhere.ExpressExeccombinesbestpracticecases,keyideas,action
points,glossaries,furtherreading,andresources.
Each module contains 10 individual titles that cover all the key
aspectsofglobalbusinesspractice.Writtenbyleadingexpertsintheir
field,theknowledgeimpartedprovidesexecutiveswiththetoolsand
skills toincreasetheir personalandbusinesseffectiveness,benefiting
bothemployeeandemployer.
ExpressExecisavailableinanumberofformats:
» Print–120 titles available through retailers or printed on demand
usinganycombinationofthe1200chaptersavailable.
» E-Books–e-books can be individually downloaded from Express-
Exec.com or online retailers onto PCs, handheld computers, and
e-readers.
» Online–http://www.expressexec.wiley.com/providesfullysearch-
ableaccesstothecompleteExpressExecresourceviatheInternet–a
cost-effective online tool to increase business expertise across a
wholeorganization.
vi IMPLEMENTINGAT&DSTRATEGY
» ExpressExec Performance Support Solution (EEPSS)–a soft-
ware solution that integrates ExpressExec content with interactive
toolstoprovideorganizationswithacompleteinternalmanagement
developmentsolution.
» ExpressExecRightsandSyndication–ExpressExeccontentcan
belicensedfortranslationordisplaywithinintranetsoronInternet
sites.
Tofindoutmorevisitwww.ExpressExec.comorcontactelound@wiley-
capstone.co.uk.
1
0
.
8
0
.
1
1
Introduction to
Implementing a Training
and Development
Strategy
Thischapterconsiders:
» traininganddevelopmentasaninvestmentinthehumanresource;
» traininganddevelopmentasapartnershipbetweentheorganization
andtheindividual;
» theneedfortraininganddevelopmenttobeevaluated;
» the importanceofvalue for moneyfromtraining anddevelopment
activities;and
» theincreasingimportanceoflifelonglearning.
2 IMPLEMENTINGAT&DSTRATEGY
AndrewMayo(1998)hasnotedthatthemid-1990swereatimewhen
organizationsbegantorealizethattheirhuman/intellectualcapitalwas
as important as–if not more important than–all their physical and
financialassets.
Organizational growth, change and success ultimately depend on
theactionsofhumanbeings.Traininganddevelopmentarethewaysin
whichanorganizationinvestsinitshumancapital.Likeallinvestments,
the aim is that the organization should receive a benefit from its
investment. Benefits are reflected in what has become known as the
bottom line. The bottom line is not just measured by raw profit
figuresbutbytherelativeprofitsandmarketshareoftheorganization
measuredagainsttheorganization’scompetitors.
Traininganddevelopmentdonotcomecheap,butinacompetitive
commercialenvironmentafailuretorealizethehumanpotentialwithin
anorganizationcanbeverycostly.Traininganddevelopmentarenot
only the responsibility of the organization, but also of the individual
employees.
Given that training and development require an investment by
both the individual and the organization, an investment that can be
measured in both financial and time terms, it is important that both
partnersreceivevalueformoney.
Training and development do not occur in an organizational vac-
uum–theyshouldbelinkedtotheoverallgoalsandstrategiesofthe
organizationandtothelifegoalsandstrategiesoftheindividual.
Thismaterialisdesignedtoassistorganizationsinconsideringhow
training and development can be progressed in line with the needs
ofboththeorganizationandtheindividual,implementedinthemost
effectivewayand,ofcriticalimportance,evaluatedtoensurethatthe
traininganddevelopmenthaveachievedtheintendedresult.
Aswillbeconsideredinthenextchapter,traininganddevelopment
aredifferentactivities.Trainingisconcernedwithskills,whilstdevelop-
mentincludesnotonlyskillsbutalsoattitudesandattributes.Training
tendstobeshorttermwhilstdevelopmentisanactivitythatcanlastfor
anentirecareerandbeyond.Theconceptoflifelonglearningisonethat
hasgrowninimportance.Lifelonglearningcarrieswithitthepremise
that nobody is too old to learn new skills. As the idea of a ‘‘job for
life’’hasdisappearedthroughoutmuchofthecommercialworld,the