The training and development needs of any workforce vary dramatically between the generations and levels even so far as the style of communication needed to be effective.At the same time training budgets are tighter than ever before and training departments are increasing marginalised as informal learning in a cyber workplace grows. So how can you tackle the challenges of this environment effectively? Complete Training looks at the employee life cycle and posits a series of training challenges and opportunities relevant across each stage - from new hires to the éminence grise of the…mehr
The training and development needs of any workforce vary dramatically between the generations and levels even so far as the style of communication needed to be effective.At the same time training budgets are tighter than ever before and training departments are increasing marginalised as informal learning in a cyber workplace grows. So how can you tackle the challenges of this environment effectively? Complete Training looks at the employee life cycle and posits a series of training challenges and opportunities relevant across each stage - from new hires to the éminence grise of the organisation - the objective is to enable learning and development practitioners to build individual capability and an organisation with a memory, continually learning from its own endeavours. By looking at how learning organisations succeed, complete training seeks to re-position L&D as central to the business, central to strategy and central to the organization's mission.
Robin Hoyle is a training and development professional, and through his company Learnworks, he works with global organizations designing blended learning programs, particularly in the area of sustainability, commercial governance and marketing. He has been the principal designer of over 250 e-Learning projects, with over 100,000 users in 150 countries currently learning through these programs.
Inhaltsangabe
Introduction: a manifesto 01 Employee life cycles The new recruit undertaking an induction The new manager The leader The specialist The retiree 02 Complete training tools: the starting point Training needs analysis or TNA Shared learning outcomes: getting better at the things which matter Knowledge, skills and behaviours Self directed learning or pre-workshop activities Life cycle tips 03 Complete training tools: workshops The real costs of the training room Developing skills Efficiency and effectiveness Presenting Engagement and the A-ha! moment Planning, planning and planning again The process of unlearning Life cycle tips 04 Complete training tools: follow-up activities and on-the-job/informal learning Back to work: the line manager's role Coaching and mentoring Back to work: doing something different Life cycle tips 05 Can all the tools work together? Technology-based blended learning 70:20:10 - the much abused new orthodoxy An experiential learning model The curse of learning styles Reflection - the lost art? The line manager is key - again! Life cycle tips 06 Technology: what works and what doesn't The most common and most abused technology - PowerPoint E-learning - does it have to be so dull? Web 2.0: the hope and the hype A new set of skills for new opportunities Life cycle tips 07 Knowledge management and performance management - mutually exclusive? High performance teams Achieve at all costs? Building organizational memory Situated learning and the corporate intranet Quality circles and role models The knower's arc Towards wisdom management Life cycle tips 08 What gets measured gets done Return on investment: quality vs cost saving Measuring impact - control groups Credit where it's due - but where's that? Supporting the strategy The performance director Life cycle tips 09 Growing your own talent and succession planning The role of higher education Selecting the best Grow your own Manage the talent you already have Beyond the greasy pole - the skills needed for the future Externships Collaboration and sharing - development which drives the organizational memory Life cycle tips 10 The strategy checklist Notes and references Index
Introduction: a manifesto 01 Employee life cycles The new recruit undertaking an induction The new manager The leader The specialist The retiree 02 Complete training tools: the starting point Training needs analysis or TNA Shared learning outcomes: getting better at the things which matter Knowledge, skills and behaviours Self directed learning or pre-workshop activities Life cycle tips 03 Complete training tools: workshops The real costs of the training room Developing skills Efficiency and effectiveness Presenting Engagement and the A-ha! moment Planning, planning and planning again The process of unlearning Life cycle tips 04 Complete training tools: follow-up activities and on-the-job/informal learning Back to work: the line manager's role Coaching and mentoring Back to work: doing something different Life cycle tips 05 Can all the tools work together? Technology-based blended learning 70:20:10 - the much abused new orthodoxy An experiential learning model The curse of learning styles Reflection - the lost art? The line manager is key - again! Life cycle tips 06 Technology: what works and what doesn't The most common and most abused technology - PowerPoint E-learning - does it have to be so dull? Web 2.0: the hope and the hype A new set of skills for new opportunities Life cycle tips 07 Knowledge management and performance management - mutually exclusive? High performance teams Achieve at all costs? Building organizational memory Situated learning and the corporate intranet Quality circles and role models The knower's arc Towards wisdom management Life cycle tips 08 What gets measured gets done Return on investment: quality vs cost saving Measuring impact - control groups Credit where it's due - but where's that? Supporting the strategy The performance director Life cycle tips 09 Growing your own talent and succession planning The role of higher education Selecting the best Grow your own Manage the talent you already have Beyond the greasy pole - the skills needed for the future Externships Collaboration and sharing - development which drives the organizational memory Life cycle tips 10 The strategy checklist Notes and references Index
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