Preface |
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vii | |
Acknowledgments |
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xi | |
The Author |
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xiii | |
PART ONE Rethinking the Training Function: Rapidly Changing Environments Create New Needs |
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The Global Economy Generates New Corporate Realities |
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3 | (28) |
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3 | (6) |
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9 | (5) |
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14 | (4) |
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The Needs of New Worker/Learner |
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18 | (5) |
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New Leaders and New Competencies |
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23 | (3) |
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Restructuring Education and Training |
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26 | (5) |
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Human Resource Development: Extensive Changes in Roles and Responsibilities Now Underway |
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31 | (20) |
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Coming to Terms with Terms |
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31 | (1) |
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32 | (2) |
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Strategic HRD Actions Needed |
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34 | (3) |
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HRD Leadership: A New Requirement |
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37 | (2) |
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HRD Systems and Technology Needs |
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39 | (4) |
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Measuring HRD Performance |
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43 | (3) |
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Challenges Require Bold Strategies |
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46 | (5) |
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Training Function to Continuous Learning Organization: An Obligatory Moment |
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51 | (28) |
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Business Trends and Continuous Learning |
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53 | (1) |
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Training Functions and Continuous Learning Organizations |
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54 | (3) |
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Just-in-Time Training Now Needed |
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57 | (7) |
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Continuous Process Improvement: A New Training Requirement |
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64 | (15) |
PART TWO Identifying Unproductive Training and Development Practices: A Need Exists for Evaluating an Organization's Current Practices |
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Recommendations to Start the Process |
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79 | (10) |
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Proactively Address the Reengineering Needs of the Organization |
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80 | (2) |
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Focus on High-Performance Strategies |
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82 | (2) |
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Training and Agents of Change |
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84 | (2) |
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Training Leaders Perform Multiple Roles |
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86 | (3) |
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Identifying Unproductive Training Practices |
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89 | (16) |
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Beginning on a Positive Note |
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89 | (1) |
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The A to Z of Unproductive Training Practices: Some Likely Targets |
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90 | (2) |
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Training Evaluation Needs Improvement |
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92 | (2) |
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Learning Options Are Limited |
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94 | (3) |
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Align Performance Improvement Initiatives with Corporate Agenda |
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97 | (4) |
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Return on Training Investment |
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101 | (4) |
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Conducting a Strategic Training Audit Before Reengineering the Training Function |
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105 | (12) |
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Training Audits Are Underutilized Tools |
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106 | (1) |
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Audits Have Organizational Value |
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107 | (1) |
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Strategic Training Audits |
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108 | (9) |
PART THREE Reengineering Critical Training and Development Practices |
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The Reengineering Process: A Reality Check |
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117 | (14) |
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An Obligatory Moment Arrives: Reengineering No Longer an Option |
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117 | (2) |
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Reengineering: A Strategy of Choice |
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119 | (2) |
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Reengineering: What It Is and Is Not |
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121 | (4) |
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Reengineering and Organizational Transformation: A Model |
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125 | (4) |
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Reengineering: A Win-Win Strategy |
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129 | (2) |
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The Reengineering Process: Choosing and Applying a Strategy |
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131 | (28) |
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Once Again, One Size Does Not Fit All |
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131 | (5) |
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136 | (4) |
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140 | (3) |
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143 | (2) |
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145 | (3) |
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148 | (9) |
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157 | (2) |
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The Reengineering Process: Systems Thinking and Reengineering Challenges |
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159 | (18) |
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Systems Thinking and Learning Organizations |
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159 | (4) |
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Special Systems Reengineering Challenge: Technology |
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163 | (14) |
PART FOUR Benchmarking: Measuring and Sustaining Performance |
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Benchmarking: Definitions, Processes and Strategies |
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177 | (22) |
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Coming to Terms with Terms |
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177 | (1) |
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Benchmarking: A Business Tool for Survival |
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178 | (5) |
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Benchmarking Gains Momentum: The Baldrige Award |
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183 | (2) |
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Benchmarking, HRD and Training: Three Critical Initiatives |
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185 | (11) |
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Benchmarking: Final Recommendations |
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196 | (3) |
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Benchmarking the Best Training Practices of World-Class Organizations |
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199 | (22) |
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Testing Benchmarking Assumptions |
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200 | (1) |
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Benchmarking Relevant Corporate Nontraining Examples |
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201 | (4) |
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Benchmarking World-Class Human Resource Performance |
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205 | (4) |
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Benchmarking Training Best Practices |
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209 | (5) |
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Benchmarking Best-in-World Practices |
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214 | (7) |
PART FIVE Special Challenges for Reengineering Training Today and Tomorrow: Globalization of Business and New Technologies Accelerate |
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Globalization of Business and Multinational Training Curricula: Moving Beyond Diversity |
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221 | (18) |
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Developing an Integrated Global Workforce Strategy |
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222 | (4) |
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Multinational Companies and Global Training |
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226 | (6) |
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New Global Mindsets and Competencies Required of Trainers |
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232 | (4) |
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An Inventory to Start the Process |
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236 | (3) |
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Technology-Driven Systems and Workforce Productivity |
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239 | (10) |
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Three Final Changing Mindsets |
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240 | (1) |
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Strategic Application of Technology Drives Human Performance |
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241 | (2) |
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High-Technology Transfer of Knowledge: The Pace Accelerates |
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243 | (3) |
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The Chief Training Officer as Technologist |
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246 | (3) |
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Conclusion: Chief Training Officer and the Continuous Learning Organization |
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249 | (8) |
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250 | (2) |
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252 | (5) |
References |
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257 | (10) |
Appendix A. Assessment Tools |
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267 | (1) |
Appendix B. Associations |
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268 | (1) |
Appendix C. Conferences |
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269 | (1) |
Appendix D. Quality Award Programs |
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270 | (1) |
Index |
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271 | |