What Makes a Great Training Organization? : A Handbook of Best Practices （1ST）

Harward, Doug/ Taylor, Ken

Ft Pr（2014/03発売）

• 製本 Hardcover:ハードカバー版／ページ数 184 p.
• 言語 ENG
• 商品コード 9780133491968
• DDC分類 370

Full Description

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.

Contents

IntroductionThe Demographics of the Research Pool 2Chapter 1 The Eight Process Capability Areas of a Training Organization 7The Eight Key Process Capabilities 8Organization Ratings 10Conclusion 14Chapter 2 The Importance of Learning Leadership 15Conclusion 18Chapter 3 Strategic Alignment 19Strategic Alignment Practices 24Conclusion 32Chapter 4 Diagnostics 33Differences Between Diagnostics and Strategic Alignment 34Linking Diagnostics and Content Development 38Case Study for Diagnostics: Performance Architecture 39The Most Critical Diagnostic Practices 41Conclusion 50Notes 50Chapter 5 Content Development 53The Most Critical Content Development Practices 54Conclusion 71Note 72Chapter 6 Content Delivery 73Delivery Modalities 73Instructor Quality 76The Most Critical Delivery Practices 76Conclusion 83Chapter 7 Administrative Services 85The Most Critical Administrative Services Practices 87Conclusion 92Chapter 8 Measurement and Certification 95Measurement as a Strategy 97Conclusion 104Notes 104Chapter 9 Reporting and Analysis 105The Most Critical Reporting and Analysis Practices 108Conclusion 114Notes 115Chapter 10 Portfolio Management 117Getting the Portfolio Mix Right 119The Most Critical Portfolio Management Practices 122Conclusion 128Notes 129Chapter 11 The Role of Technology in Learning 131Technologies Should Enable the Learning Experience and Never Be a Distraction 135Match Tools to Learning Styles 136Technologies Can Reduce the Barriers of Geography and Time 136Technology Standards Allow for Improved Interoperability and Access of Content 137Conclusion 138Notes 139Chapter 12 Technology Integration 141Technology Platforms 142The Most Critical Technology Integration Practices 145Conclusion 153Note 154Chapter 13 Summary and Key Takeaways 155The Eight Process Capabilities 156Practices for Each Process Capability Area 158The Importance of Leadership 159Measurement 160The Role of Technology in Learning 161One Final Thought 162Appendix A The Research-2008 through 2013 165Introduction 165Process Capabilities 166Organization Process Capability Ratings 170Most Critical Practices 170Conclusion 172Demographics 173About Training Industry, Inc 174About This Research 174Index 177