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Table 2.7 - Implications of Business Strategy for Training

Table 2.7 - Implications of Business Strategy for Training

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Table 2.7 - Implications of

Business Strategy for Training



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Table 2.7 - Implications of

Business Strategy for Training



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Models of Organizing the Training

Department

 Centralized training - training and

development programs, resources, and

professionals are primarily housed in one

location and decisions about training

investment, programs, and delivery

methods are made from that department.

 It helps companies better integrate

programs for developing leaders and

managing talent with training and

learning during times of change.

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Models of Organizing the Training

Department (cont.)

 Faculty model

Look a lot like the structure of a college.

Training staff are experts in the areas in which

they train.

The training department's plans are easily

determined by staff expertise.

The training function may not meet the needs

of the organization.

Trainers may be unaware of business

problems or unwilling to adapt materials to fit

a business need.

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Models of Organizing the Training

Department (cont.)

 Customer model

Responsible for the training needs of one

division or function of the company.

Training programs are developed more in line

with the particular needs of a business group.

Trainers are expected to be aware of business

needs and to update courses and content to

reflect them.

Involves considerable time, programs may

vary greatly in effectiveness, and design may

be poor.

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Models of Organizing the Training

Department (cont.)

 Matrix model

The trainer has the responsibility of being

both a training expert and a functional expert.

It helps ensure that training is linked to the

needs of the business.

Trainer gains expertise in understanding a

specific business function.

Trainers will have more time demands and

conflicts because they report to two

managers.

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Figure 2.8 - The Corporate

University Model



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Models of Organizing the Training

Department (cont.)

 The business embedded (BE) model is

characterized by five competencies

strategic direction, product design,

structural versatility, product delivery,

and accountability for result.

 It is customer-focused when compared to

the traditional training department.



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Table 2.8 - Comparison between a BusinessEmbedded Training Organization

and a Traditional Training Department



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Marketing the Training Function



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Table 2.7 - Implications of Business Strategy for Training

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