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What Makes a Great Training Organization?: A Handbook of Best Practices, CourseSmart eTextbook

By Doug Harward, Ken Taylor, Russ Hall

Published by Pearson FT Press

Published Date: Mar 11, 2014


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. These eight process capabilities, outlined below, have been identified as the key functions in the design, delivery and management of corporate workforce training.

  • Strategic Alignment: Designing learning programs that align with business objectives
  • Content Development: Assessing, designing, managing and maintaining content
  • Delivery: Managing a network of instructors and delivering content using multiple modalities
  • Diagnostics: Identifying causes of problems and making recommendations 
  • Reporting & Analysis: Defining business metrics and reporting the data to make business improvements
  • Administrative Services: Scheduling, registering and performing other learning operations and support functions
  • Technology Integration:  Integrating learning technologies with each other or with other corporate applications
  • Portfolio Management: Managing, rationalizing, maintaining and updating large portfolios of programs

This book consists of eight sections, focusing on each of the process capabilities in detail and presenting practice ratings data. In addition, individual practices are explained further, noting specific procedures or scenarios and how they are best executed, all supported by best practices and advice 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

Conclusion    14

Chapter 2  The Importance of Learning Leadership    15

Conclusion    18

Chapter 3  Strategic Alignment    19

Strategic Alignment Practices    24

Conclusion    32

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

Conclusion    50

Notes    50

Chapter 5  Content Development    53

The Most Critical Content Development Practices    54

Conclusion    71

Note    72

Chapter 6  Content Delivery    73

Delivery Modalities    73

Instructor Quality    76

The Most Critical Delivery Practices    76

Conclusion    83

Chapter 7  Administrative Services    85

The Most Critical Administrative Services Practices    87

Conclusion    92

Chapter 8  Measurement and Certification    95

Measurement as a Strategy    97

Conclusion    104

Notes    104

Chapter 9  Reporting and Analysis    105

The Most Critical Reporting and Analysis Practices    108

Conclusion    114

Notes    115

Chapter 10  Portfolio Management    117

Getting the Portfolio Mix Right    119

The Most Critical Portfolio Management Practices    122

Conclusion    128

Notes    129

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

Conclusion    138

Notes    139

Chapter 12  Technology Integration    141

Technology Platforms    142

The Most Critical Technology Integration Practices    145

Conclusion    153

Note    154

Chapter 13  Summary and Key Takeaways    155

The Eight Process Capabilities    156

Practices for Each Process Capability Area    158

The Importance of Leadership    159

Measurement    160

The Role of Technology in Learning    161

One Final Thought    162

Appendix A  The Research—2008 through 2013    165

Introduction    165

Process Capabilities    166

Organization Process Capability Ratings    170

Most Critical Practices    170

Conclusion    172

Demographics    173

About Training Industry, Inc    174

About This Research    174

Index    177


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What Makes a Great Training Organization?: A Handbook of Best Practices, CourseSmart eTextbook
Format: Safari Book

$29.99 | ISBN-13: 978-0-13-349642-0