The Death of Training: Thriving in Change

1. The University of North Texas The Death of Training: Thriving in Change Dr. Jeff M. Allen

2. What Happened to Training? D.O.A.

3. Jeff’s Poll What is your title?

4. Jeff’s Poll What do you do?

5. Jeff’s Poll Who holds you responsible?

6. Jeff’s Poll Who knows what you can do?

7. Jeff’s Poll Who values what you can do?

8. ASTD • ASTD (American Society for Training & Development) is the world's largest association dedicated to workplace learning and performance professionals. ASTD's 70,000 members and associates come from more than 100 countries and thousands of organizations - multinational corporations, medium-sized and small businesses, government, academia, consulting firms, and product and service suppliers. • ASTD marks its beginning in 1944 when the organization held its first annual conference. In recent years, ASTD has widened the industry's focus to connect learning and performance to measurable results, and is a sought-after voice on critical public policy issues

9. The ASTD BEST Awards debuted in 2003: recognize organizations that demonstrate enterprise-wide success as a result of employee learning and development

10. HPI Certificate Award • According to Rothwell in ASTD Models for Human Performance Improvement: human performance improvement is the systematic process of discovering and analyzing important human performance gaps, planning for future improvements in human performance, designing and developing cost-effective and ethically justifiable interventions to close performance gaps, implementing the interventions, and evaluating the financial and nonfinancial results.

11. Outsource Learning Workshop Several recent research reports cite outsourcing learning as a growing practice in our field. A few organizations are outsourcing the entire learning function, while many others are strategically determining which functions are best outsourced and which should be kept in-house.

12. “…defines the profession in the context of its strategic contribution to performance, and tries to balance the financial and business goals of institutions with the welfare of the people who are doing the work.”

13. ASTD HPI Competencies

14. Industry Awareness: understanding the vision, strategy, goals, and culture of an industry; linking human performance improvement interventions to organizational goals • Leadership Skills: knowing how to lead or influence others positively to achieve desired work results

15. Interpersonal Relationship Skills: working effectively with others to achieve common goals and exercising effective interpersonal influence • Technological Awareness and Understanding: using existing or new technology and different types of software and hardware; understanding performance support systems and applying them as appropriate

16. Problem-Solving Skills: detecting performance gaps and helping other people discover ways to close the performance gaps in the present and future; closing performance gaps between actual and ideal performance

17. Systems Thinking and Understanding: identifying inputs, throughputs, and outputs of a subsystem, system, or suprasystem and applying that information to improve human performance; realizing the implications of interventions on many parts of an organization, process, or individual and taking steps to address any side effects of human performance improvement interventions

18. Performance Understanding: distinguishing between activities and results; recognizing implications, outcomes, and consequences • Knowledge of Interventions: demonstrating an understanding of the many ways that human performance can be improved in organizational settings; showing how to apply specific human performance improvement interventions to close existing or anticipated performance gaps

19. Business Understanding: demonstrating awareness of the inner workings of business functions and how business decisions affect financial or non-financial work results • Organization Understanding: seeing organizations as dynamic, political, economic, and social systems that have multiple goals; using this larger perspective as a framework for understanding and influencing events and change

20. Negotiating/Contracting Skills: organizing, preparing, overseeing, and evaluating work performed by vendors, contingent workers, or outsourcing agents • Buy-in/Advocacy Skills: building ownership or support for change among affected individuals, groups, and other stakeholders

21. Coping Skills: knowing how to deal with ambiguity and how to handle the stress resulting from change and from multiple meanings or possibilities • Ability to See "Big Picture": looking beyond details to see overarching goals and results

22. Consulting Skills: understanding the results that stakeholders desire from a process and providing insight into how efficiently and effectively those results can be achieved

23. What are the tools?

27. Is there a solution?

28. I believe:

29. We must expand our title!

30. We must have a titlethat is inclusive our abilities.

31. We must join professional forces

32. Stages of the Field 0: No formal training 1: Trainer 2: HRD Professional 3: HPI Consultant 4: Workplace Learning Performance 5: Learning Facilitator/Workplace Learner 6: Learning & Performance Specialist 7: Performance Facilitator

33. The University of North Texas University of North Texas Department of Technology and Cognition P.O. Box 311337 Denton, Texas 76203-1337 Phone: (940)565-2093 Dr. Jeff Allen jallen@unt.edu www.attd.unt.edu