A Handbook for Training Strategy
When the first edition of Martyn Sloman¿s Handbook appeared, it made an immediate impact on the HRD community. Its starting point was the idea that traditional approaches to training in the organization were no longer effective. The Handbook introduced a new model and set out the practical implications. The world of HRD has moved on, and Martyn Sloman has now drastically revised the text to reflect the increased complexity of organizational life and the many recent developments in the field. His aim remains the same: to help readers to develop a framework in which training can be effectively managed and delivered. In Part I of the text the author draws attention to the opportunities created for training by the current emphasis on competition through people. In Part II he poses the question: ¿What should training managers be doing to ensure that training in their organization is as good as it can be?¿ Here he stresses the need to keep training aligned with business objectives, and to encourage line managers to work alongside the human resource professionals. The third and final Part considers the trainer as a strategic facilitator and examines the skills required. Martyn Sloman writes as an experienced training manager and his book is concerned, above all, with implementation. Thus the text is supported by questionnaires, survey instruments and specimen documents. With its combination of thought-provoking argument and practical guidance, the Handbook will continue to serve all those with an interest in organizational training.
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Introduction to Part I
The new human resources
Models for training
Introduction to Part II
Training and the individual
Design and delivery
Other editions - View all
achieve analysis Anglia Railways appropriate argued Ashridge Balanced Scorecard behaviour business area Chapter coaching competencies concept considered context corporate course delivered delivery of training discussion effective employees ensure Ernst & Young evaluation feedback Figure focus framework Harvard Business Review human resource management identified implementation important improve individual initiatives Institute of Personnel interview investment involved issues knowledge management learning organization line managers Management Development measure ment National Vocational Qualifications NVQs objectives offer on-the-job training operate opportunities organization's organizational participants performance appraisal performance management potential psychological contract questionnaire recognized reproduced responsibility role of training senior managers staff strategic management structure success suppliers survey systematic training model targets tion trainer training activity training and development training culture training events training function training manager training manager's training needs training professional training programme training strategy workforce