Loading ...Running training like a business
It’s a while since we read this book, and we have never blogged about it. The book is a few years old but still holds some very valid points. We will post a review but several things have struck us as we were reading along.
The title is pretty self explanatory but the subtitle “Delivering unmistakable value” is the giveaway.
The authors include HR/training function in the same category as IT before the mass take up of desktop operating systems. Slightly odd people, keeping themselves busy albeit divorced from the main operation of the business. Almost as if they are carrying out their own private hobby at the expense of the business.
In the next few days, we will outline key elements from the book.
- Link training & development to business strategy
This sounds pretty obvious but it isn’t always the case. The book cites the example of the Ford Motor Company. At the time of writing, each employee could chose from over 400 training courses to sign up to.
This is obviously an extreme case but makes a point. Ford is a big company but 400 training courses per employee….They can’t ALL be linked to business strategy.
- Focus on business issues rather than training content.
Probably just a case of remembering who is the tail and who is the dog..
Most training courses we have been on include some intense theory sessions, and there is no doubt that this has a place in training. BUT not at the expense of the day job.
- Let the (internal) customer shape the training & development offered.
“Here are my principles, if you don’t like them, I have others” said Groucho Marx
The deciding the content of the training should be the end user.
“We need training on this” because its part of our job.
Rather than the Training Department say “we have training on this and this, does this help ?”
Next time – In search of efficiency in training design & delivery
[tags] running training like a business, efficiency , training [/tags]