1st Edition
Reengineering the Training Function How to Align Training With the New Corporate Agenda
By Donald Shandler
Copyright 1996
296 Pages
by
CRC Press
If you have questions about how to meet the demands of the new economy, corporate and organizational agendas, and the changing workplace you will find the answers in this well-written and concise book. Reengineering the Training Function provides a plan of action rich in strategies and tactics, full of specific guidelines and tools that can be put to use immediately.
Learn how successful business reengineering and training practices parallel the reengineering of business processes. Any business that wants to remain competitive in a global marketplace will find this book relevant. Put these guidelines to work immediately to conduct a strategic training audit prior to initiating any reengineering process. You can change the process of training and control the new continuous learning organization with Reengineering the Training Function.
PART I
Rethinking the Training Function: Rapidly Changing Environments Create New Needs
The Global Economy Generates New Corporate Realities
Globalization
New Technologies
The New Workplace
Human Resource Development: Extensive Changes in Roles and Responsibilities Now Underway
Coming to Terms with Terms
HRD in the New Economy
Strategic HRD Actions Needed
Training Function to Continuous Learning Organization: An Obligatory Moment
Business Trends and Continuous
Learning
Training Functions and Continuous
Learning Organizations
PART II
Identifying Unproductive Training and Development Practices: A Need Exists for Evaluating an Organization's Current Practices
Recommendations to Start the Process
Proactively Address the Reengineering
Needs of the Organization
Focus on High-Performance Strategies
Identifying Unproductive Training Practices
Beginning on a Positive Note
The A to Z of Unproductive Training
Practices: Some Likely Targets
Conducting a Strategic Training Audit Before Reengineering the Training Function
Training Audits Are Underutilized Tools
PART III
Reengineering Critical Training and Development Practices
The Reengineering Process: A Reality Check
An Obligatory Moment Arrives:
Reengineering No Longer an Option
Reengineering: A Strategy of Choice
The Reengineering Process: Choosing and Applying a Strategy
Once Again, One Size Does Not Fit All
Realization
Requirements
The Reengineering Process: Systems Thinking and Reengineering Challenges
Systems Thinking and Learning
Organizations
PART IV
Benchmarking: Measuring and Sustaining Performance
Benchmarking: Definitions, Processes and Strategies
Coming to Terms with Terms
Benchmarking: A Business Tool for
Survival
Benchmarking Gains Momentum: The
Baldrige Award
Benchmarking the Best Training Practices of World-Class Organizations
Testing Benchmarking Assumptions
Benchmarking Relevant Corporate
Nontraining Examples
PART V
Special Challenges for Reengineering Training Today and Tomorrow: Globalization of Business and New Technologies Accelerate
Globalization of Business and Multinational Training Curricula: Moving Beyond Diversity
Developing an Integrated Global
Workforce Strategy
Technology-Driven Systems and Workforce Productivity
Three Final Changing Mindsets
Strategic Application of Technology
Drives Human Performance
The Chief Training Officer as
Technologist
Conclusion: Chief Training Officer and the Continuous Learning Organization
Summing Up
Moving Ahead
Appendix A. Assessment Tools
Appendix B. Associations
Appendix C. Conferences
Appendix D. Quality Award Programs
Index
Rethinking the Training Function: Rapidly Changing Environments Create New Needs
The Global Economy Generates New Corporate Realities
Globalization
New Technologies
The New Workplace
Human Resource Development: Extensive Changes in Roles and Responsibilities Now Underway
Coming to Terms with Terms
HRD in the New Economy
Strategic HRD Actions Needed
Training Function to Continuous Learning Organization: An Obligatory Moment
Business Trends and Continuous
Learning
Training Functions and Continuous
Learning Organizations
PART II
Identifying Unproductive Training and Development Practices: A Need Exists for Evaluating an Organization's Current Practices
Recommendations to Start the Process
Proactively Address the Reengineering
Needs of the Organization
Focus on High-Performance Strategies
Identifying Unproductive Training Practices
Beginning on a Positive Note
The A to Z of Unproductive Training
Practices: Some Likely Targets
Conducting a Strategic Training Audit Before Reengineering the Training Function
Training Audits Are Underutilized Tools
PART III
Reengineering Critical Training and Development Practices
The Reengineering Process: A Reality Check
An Obligatory Moment Arrives:
Reengineering No Longer an Option
Reengineering: A Strategy of Choice
The Reengineering Process: Choosing and Applying a Strategy
Once Again, One Size Does Not Fit All
Realization
Requirements
The Reengineering Process: Systems Thinking and Reengineering Challenges
Systems Thinking and Learning
Organizations
PART IV
Benchmarking: Measuring and Sustaining Performance
Benchmarking: Definitions, Processes and Strategies
Coming to Terms with Terms
Benchmarking: A Business Tool for
Survival
Benchmarking Gains Momentum: The
Baldrige Award
Benchmarking the Best Training Practices of World-Class Organizations
Testing Benchmarking Assumptions
Benchmarking Relevant Corporate
Nontraining Examples
PART V
Special Challenges for Reengineering Training Today and Tomorrow: Globalization of Business and New Technologies Accelerate
Globalization of Business and Multinational Training Curricula: Moving Beyond Diversity
Developing an Integrated Global
Workforce Strategy
Technology-Driven Systems and Workforce Productivity
Three Final Changing Mindsets
Strategic Application of Technology
Drives Human Performance
The Chief Training Officer as
Technologist
Conclusion: Chief Training Officer and the Continuous Learning Organization
Summing Up
Moving Ahead
Appendix A. Assessment Tools
Appendix B. Associations
Appendix C. Conferences
Appendix D. Quality Award Programs
Index
Biography
Donald Shandler
"If you are interested in enhancing the value of your department to your organization, then read this book."
-Dana Gaines Robinson, President, Partners in Change, Inc., Co-author of Performance Consulting: Moving Beyond Training
"Reengineering the Training Function is a great 'tool-kit' to help keep the training function sharply focused. Anyone involved with building an organization's competitive resources should read this book-and use its ideas."
-Jerold V. Tucker, Corporate Director, GTE Organizational Learning and Competency Development, Norwalk, CT
"An excellent training model. Helpful to all organizations faced with creating a robust training program."
-Dr. Gary Rosenberg, Sr. Vice President, The Mount Sinai Medical Center, New York, NY
"An excellent resource and comprehensive guide to today's changing training environment. Well done!"
-Jean M. Spanarelli, Training and Development Coordinator, Personnel Services Department, University of Maryland College Park
