Chapter 13

The Future of Training and Development

McGraw-Hill/Irwin

Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

Table13.1 - Future Trends That

Will Affect Training

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Increased Use of New

Technologies for Training Delivery
The use of new technologies will increase
for several reasons:
The cost of new technologies will decrease.
Technology will help employees to better
serve customers and generate new business.
It can reduce training costs.
It allows trainers to build into training the
desirable features of a learning environment.
Training can be delivered at any place and
time.

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Increased Demand for Training

for Virtual Work Arrangements
Location, organization structure, and
employment relationships are not limiting
factors in virtual work arrangements.
Two training challenges:
Companies must invest in training delivery
methods that facilitate digital collaboration.
Teams and employees must be provided with
tools needed for finding knowledge.
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Increased Emphasis on Speed

in Design, Focus in Content, and Use of
Multiple Delivery Methods
Rapid instructional design (RID) - a
group of techniques that allows training
to be built more quickly.
Two important principles in RID:
Instructional content and process can be
developed independent of each other.
Resources devoted to design and delivery of
instruction can be reallocated as appropriate.
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Table 13.2 - Examples of RID

Strategies

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Increased Emphasis on Capturing

and Sharing Intellectual Capital
Sharing knowledge and contributing to
intellectual capital will become more
common as collaborative social
networking technology and Web 2.0 tools
make this simpler to implement.
Trainers must be technologically literate.

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Increased Use of True

Performance Support
Embedded learning - occurs on the job
as needed; involves collaboration and
nonlearning technologies; is integrated
with knowledge management.
May become increasingly prevalent as
companies cannot have employees spend
hours on learning that is not directly relevant
to their current job demands.

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Increased Use of True

Performance Support (cont.)
In the future, employees will:
be presented with short learning episodes
embedded in their work.
be alerted when the learning episodes are needed.
have direct connections to experts.
be continuously connected online wirelessly.
have simulations for guidance.

Technology available for collaboration includes

virtual classroom software and asynchronous
tools.
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Figure 13.1- Functional Areas and Applications

of Real-Time Extended Business

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Increased Emphasis on Performance Analysis

and Learning for Business Enhancement

Performance analysis approach identifying performance gaps or

deficiencies and examining training as
one possible solution for the business
units.
Training departments will need to:
Focus on interventions related to performance
improvement.
Provide support for high-performance work
systems.
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Increased Emphasis on Performance Analysis

and Learning for Business Enhancement
(cont.)
Develop systems for training administration,
development, and delivery that reduce costs
and increase employees access to learning.

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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Increased Use of Training Partnerships

and Outsourcing Training
Training departments will increase
partnerships with academic institutions to
provide basic skills training and to
develop customized programs.
Application service provider (ASP) - a
company that rents out access to
software for a specific application.

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Table 13.3 - Skills for Future

Trainers

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Training and Development From a

Change Model Perspective
For new training or development practices
to be successfully implemented:
Employees must understand reasons for
change and agree with them.
Employees must have the skills needed to
implement the change.
Employees must see managers and
employees in power positions support the
change.
Organizational structures must support the
change.
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Figure 13.2 - A Change Model

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Table 13.4 - Steps in a Change

Process

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Methods to Determine Whether

Change is Necessary
From a systems perspective, companies
and trainers need to:
understand both internal and external
environments.
understand the effectiveness and efficiency of
current training practices.
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 (cont.)
Benchmarking provides information about
other companies practices.
Process reengineering provides
information about the effectiveness and
efficiency of training systems within the
company.

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Figure 13.3 - The Reengineering

Process

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Key Issues in Implementing

Change
Organization development is a
planned, systematic change process that
uses behavioral science knowledge and
techniques to improve companies
effectiveness by improving relationships
and increasing learning and problemsolving capabilities.

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Key Issues in Implementing

Change (cont.)
Change management - process of
ensuring that new interventions such as
training practices are accepted and used
by employees and managers.
The change management process
involves:
Overcoming resistance to change.
Managing the transition to the new practice.
Shaping political dynamics.
Using training to make change stick.
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Table 13.6 - Managers

Misconceptions about Training

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Key Issues in Implementing

Change (cont.)
Change interventions
Survey feedback - collecting information
about employees attitudes and perceptions
using a survey, summarizing the results, and
providing employees with feedback to
stimulate discussion, identify problems, and
plan actions to solve problems.
Process consultation - a consultant works
with managers or other employees to help
them understand and take action to improve
specific events that occur at work.
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Key Issues in Implementing

Change (cont.)
Group interventions - involves employees
from different parts of the organization,
customers, and other stakeholders from
outside. It brings together the participants in
an off-site setting to discuss problems and
opportunities or to plan change.

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