All learning leaders want their organizations to be perceived as great, but what makes a “great” training organization? How does a training organization achieve greatness, particularly from the perspective of the corporation, the learners, and any customers, clients and partners that interact with it?
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.
Each section of the book focuses on the process capabilities in detail. In addition, individual practices are explained further, noting specific procedures or scenarios and how they are best executed, all supported by best practices and comments from learning leaders.
Table of Contents
Introduction: Why We Wrote This Book 1
The Demographics of the Research Pool 2
Chapter 1 The Eight Process Capability Areas of a Training Organization 7
The Eight Key Process Capabilities 8
Organization Ratings 10
Chapter 2 The Importance of Learning Leadership 15
Chapter 3 Strategic Alignment 19
Strategic Alignment Practices 24
Chapter 4 Diagnostics 33
Differences Between Diagnostics and Strategic Alignment 34
Linking Diagnostics and Content Development 38
Case Study for Diagnostics: Performance Architecture 39
The Most Critical Diagnostic Practices 41
Chapter 5 Content Development 53
The Most Critical Content Development Practices 54
Chapter 6 Content Delivery 73
Delivery Modalities 73
Instructor Quality 76
The Most Critical Delivery Practices 76
Chapter 7 Administrative Services 85
The Most Critical Administrative Services Practices 87
Chapter 8 Measurement and Certification 95
Measurement as a Strategy 97
Chapter 9 Reporting and Analysis 105
The Most Critical Reporting and Analysis Practices 108
Chapter 10 Portfolio Management 117
Getting the Portfolio Mix Right 119
The Most Critical Portfolio Management Practices 122
Chapter 11 The Role of Technology in Learning 131
Technologies Should Enable the Learning Experience and Never Be a Distraction 135
Match Tools to Learning Styles 136
Technologies Can Reduce the Barriers of Geography and Time 136
Technology Standards Allow for Improved Interoperability and Access of Content 137
Chapter 12 Technology Integration 141
Technology Platforms 142
The Most Critical Technology Integration Practices 145
Chapter 13 Summary and Key Takeaways 155
The Eight Process Capabilities 156
Practices for Each Process Capability Area 158
The Importance of Leadership 159
The Role of Technology in Learning 161
One Final Thought 162
Appendix A The Research—2008 through 2013 165
Process Capabilities 166
Organization Process Capability Ratings 170
Most Critical Practices 170
About Training Industry, Inc 174
About This Research 174
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