Assignments Structuring Learning & Development for the Future

 

Multiple-Choice

 

1.         A way to communicate that you understand a beneficiary needs is to provide  (d)

a.        Frequent summaries

b.       Annual reports

c.        Individual product reports

d.       All of the above

 

2.         To stay aware of sector of activity practices, you can  (d)

a.        Attend seminars

b.       Read publications

c.        Network

d.       All of the above

 

3.         You should _______ regularly with all that can help you, and even those who can hurt you.

a.       Communicate

b.        Ignore

c.        Read

d.       All of the above

 

4.         As a training manager, you need to know the ______ of your staff.   (d)

a.        Current skills

b.        Programs

c.        Projects

d.       All of the above

 

5.         One way to identify key programs and stakeholders is to gather information from ________ levels across the organization.

            a.   Multiple

            b.   Single

            c.   Upper

            d.   All of the above

 

6.         Training and Development should be especially sensitive to the questions and concerns received from the _________.

            a.   Vendors

            b.    beneficiaries

            c.   Line organizations

            d.   All of the above

 

7.         Assuming that the program is completed successfully is defined by  

            a.   You

            b.   beneficiary

            c.   Both you and the beneficiary

            d.   None of the above

             

8.         Communicating the specifics of the _______ and objectives keep the program on track.        

           a.   Goals

            b.   Attitudes

            c.   Assumptions

            d.   All of the above

 

9.         As a member of the training staff, never assume that ________ know you are working on their project.

            a.   Employees

            b.   beneficiaries

            c.   Managers

            d.   All of the above

 

10.       Management should always be considered a key ________.

            a.   beneficiary

            b.   Employee

            c.   Manager

            d.   All of the above

 

11.       Essential to any process is the alignment of the right ______ with the right beneficiary and the right project.

            a.   action sponsor/beneficiary

            b.   Staff person

            c.   Program

            d.   All of the above

 

12.       _______ will add to your knowledge base.

            a.    Reading publications

            b.   Attending workshops

            c.   Surfing websites

            d.   All of the above

 

Summary

 

For Training and Development (T&D) to be the change agents that they are supposed to be, they need to identify key programs and stakeholders from multiple levels across the organization, including organizational, line organization, program, and project levels.  By being proactive, Training will be perceived as the dog, rather than just the tail.

Management should always be considered a key stakeholder. After all, they often are the ones who are doing the return on training investment calculations.  Keeping them updated and informed can be done by status reports, or it can also be accomplished as part of management staff meetings.

How can T&D be proactive?  Initially, they should identify some key programs and projects that they feel are going to be important in the future of your organization and that will be connected to key areas of the organization’s work.  After that they need to market their expertise.

However, marketing will only get you so far.  Like any other department, they have to produce at or exceed the level that the action sponsor/beneficiary expects.  Otherwise the trust that you have labored so long to receive will evaporate.

 

Test

 

1. ______        One way to identify key programs and stakeholders is together information from multiple levels across your organization.

2. ______        Training and Development should be represented at only the lower levels in the organization and be vocal advocates in key strategic positions.

3. ______        Training and Development should be especially sensitive to the questions and concerns received from line organizations .

4. ______        The Training staff does not need to be concerned with attending classes.

5. ______        Your action sponsors/beneficiaries must see the products of the Training department as integral to their success.

6. ______        Communication is critical in training organizations .

7. ______        You can assume, as part of the training staff, that beneficiaries know you are working on their project.

8. ______        It is a good idea to do quick presentations or learning sessions about new research in areas you are exploring.

9. ______        Management should always be considered a key beneficiary.

10._____         A training consultant’s essential task is the alignment of the right staff person with the right beneficiary with the right project.

 

 

Answers:

1.                                           T

2.                                           F – upper levels

3.                                           T

4.                                           F – should continuously attend classes

5.                                           T

6.                                           T

7.                                           F – never assume

8.                                           T

9.                                           T

10.                                       T

 

 

 

Bibliography

 

Jarvis, P. (2000). Universities, organizational universities and the higher learning industries: The future for education and training in a global society. Kogan Page Ltd.

 

Jarvis, P. (2001). The age of learning: Education and the knowledge society. Kogan Page Ltd.

 

Ukens, L. (ed.). (2001). What smart trainers know: The secrets of success from the world’s foremost experts. San Francisco: Jossey-Bass.

 

 

 

 

 

 

 

Glossary

 

Training manager – As a member of the T & D staff, the training manager needs to know the current skills, knowledge, and abilities of the entire staff. As well as, how they can develop in the future.

 

Charge-back system or budget process – This is where the requesting departments have to authorize the funding to do the necessary work.

 

Credibility – Knowing your internal action sponsors/beneficiaries’ needs and the project requirements and being trusted by your action sponsors/beneficiaries.

 

Management – Should always be considered a key beneficiary.

 

 

 

 

 

 

 

Learning Objectives

 

 

 

Q&A

 

1.  What are some ways which organizations can reward performance?

Some ways organizations reward individuals or groups are through a President’s Quality Award, Employee Recognition Awards, team celebrations, Peer Awards, and Spot Awards.

 

2.  What are the common threads that will sustain your organization, your training group, and yourself in the future?

Some common threads are to move to a position of managing your training organization as a project/programme purpose moving to organizational goals; remain in the loop; manage all levels of relationships; prepare not only to use the latest technology to produce training materials, but also to leverage it as a product delivery mechanism; prepare to offer experiential education programs that allow people to come together to share information; strive for developing and retaining a versatile and highly qualified professional staff; manage yourself, your relationships, and your training organization with integrity and ethics; and communicate regularly with all that can help you, and even those who can hurt you.

 

3.  How can Training and Development be proactive?

Initially, they should identify some key programs and projects that they feel are going to be important in the future of your organization and that will be connected to key areas of the organization’s work.  After that they need to market their expertise, and finally, they have to produce at or exceed the level that the action sponsor/beneficiary expects.

 

End of Module