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Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business. At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically. Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business": 1. Eliminates the many hidden costs of training; 2. Re-focuses T&D from delivering training content to addressing business issues; 3. Makes T&D a full stategic partner in business decision making; 4. Ensures that training measurement is "baked in, not bolted on"; 5. Improves the effectiveness and efficiency of internal and/or external T&D organizations. Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
This book explains the main ideas governing finance, strategy and marketing. By relating concepts like business planning, cash flow, breakeven analysis, pay back, SWOT analysis and the marketing mix to the training process it removes some of the mystery that surrounds them.
All learning leaders want their organizations to be perceived as great, but what makes a 'great' training organization? This book presents findings that are based on the data, information, and experiences shared with Training Industry, Inc. by several hundred learning professionals over a five year span, from 2008 to 2012. It identified 8 process capabilities, which have been identified as the key functions in the design, delivery and management of corporate workforce training.
Every organization seeks to provide its employees with learning and development opportunities that are both targeted to their individual needs and produce measurable and worthwhile business results. In High Impact Learning, Brinkerhoff and Apking outline a comprehensive, proven, and practical approach for bridging the gap between employee and organizational goals and launching training initiatives of visible and lasting impact.
This important resource translates the popular Six Sigma methodologies, tools, and techniques in a way that is customized specifically for the design, implementation, and measurement of employee development programs. A proven alternative to the Kirkpatrick Model, this new model offers a more effective method for designing and testing the effectiveness of training. Throughout the book, the author presents tools in a user-friendly and understandable format that is tailored for implementation in the development and measurement of employee learning programs. Step-by-step, Developing and Measuring Training the Six Sigma Way walks the reader through the highly effective and proven DMADDITM process.
In today's workplace, performance-based training is complete, measurable, and active for your learners. Written by a corporate trainer, this concise, easy-to-read text focuses on the how-to's of training. This textbook offers a new, performance-based approach to training that will grab and hold your attention. It addresses industry issues such as: retention of employees; the integration of technology into training; different training styles and methods; the workplace and the needs of the diverse workers in it; and the management, evaluation, and performance of training. You will find practical tips and advice for creating training materials, analyzing the impact of training, and training with impact. SPECIAL FEATURES INCLUDE: Trainer Tips that are "FYI" hints for dealing with different topics, different learners, and different training moments Trainer Pitfalls that guide you through corrections for common training and presentation mistakes Trainer Terms to highlight and define training terms throughout the text Skill Builders that allow you to practice techniques and critical thinking as you learn Training Resources that contain useful websites, equipment procedures, and electronic practices Power Index, containing crossreferences, key terms and trainer language, are all clearly indexed for new and experienced trainers
Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory—the learning organization as an ideal—into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process—acquiring, interpreting, and applying knowledge—then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning—intelligence gathering, experience, and experimentation—and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.
This book offers a far better way to educate employees, one that connects learning solutions with strategic business goals. When companies recognize the need for training in a specific topic, they often apply the same standard instruction they utilized the last time they addressed a need for training--which was in a completely different area! However, a one-size-fits-all approaches rarely work anywhere, especially in the professional world. With more than 30 years of experience as a learning and performance improvement professional, author Dick Handshaw proposes that organizations cannot simply tell their trainers what to teach but rather they need to proactively collect data to define problems and develop unique training interventions. Handshaw's results-oriented model is systematic, yet flexible, and works for both instructor-led training and e-learning. In Training That Delivers Results, you will learn how to: Analyze performance gaps Create targeted performance objectives and connect them with the right measurement tools Determine the best instructional strategy and the appropriate media Build consensus with project blueprint meetings Evaluate the effectiveness of training and use the data to continually improve Training will not be effective and beneficial in sustaining, rewarding ways unless the employee education experience is successfully linked with the overall business goals. Training That Delivers Results supplies the tools, worksheets, and assessments needed to tie the learning experience to enhanced performance outcomes--and deliver sustainable, quantifiable business results.
The defining attributes of the 21st-century economy and fourth industrial revolution are innovation, technology, globalization, and a rapid pace of change. Therefore, an organization's capacity to enhance the capabilities of its workforce and create a culture of continuous learning are vital to remaining competitive. These trends make an effective learning-and-development (L&D) function more critical than ever. This compendium of articles, from L&D professionals at McKinsey & Company, discusses every facet of professional development and training-from ensuring that L&D's efforts are closely aligned with business strategy to elements of advancing the L&D function, designing learning solutions, deploying digital learning, executing flawlessly, measuring impact, and ensuring good governance. For L&D professionals seeking to hone their organization's efforts, Elevating Learning & Development: Insights and Practical Guidance from the Field is the ideal resource.
At last, an answer to the question that has bedeviled trainers for decades. Predictive evaluation enables you to effectively and accurately forecast training's value to your company, measure against these predictions, establish indicators to track your progress, make midcourse corrections, and report the results in a language that business executives respond to and understand. Dave Basarab explains how to begin by identifying the specific goals and beliefs you want to instill in participants. The next step is to determine exactly what these will look like when put into action. Finally you develop quantifiable measures of how employees' adopting the target beliefs and goals will impact the business. A key strength of this process is that it is profoundly collaborative—supervisors and employees work together to establish standards for success each step of the way. A how-to guide filled with worksheets, examples, and other tools, Predictive Evaluation ensures that, rather than being regarded as an expense and an act of faith, training will be seen as an investment with a concrete payoff.