Running Training Like a Business: Delivering Unmistakable Value
Berrett-Koehler Publishers, Jun 1, 1999 - Business & Economics - 240 pages
Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
Alliance Scope budget business assessment business leaders business value Chapter Chris Bottomley Clearly Perceived Value client Consultant Coordinator core corporate course Current State Alliance Customer Expectations define deliver Delivery Operations Denny McGurer Desktop Publisher Division Dynamic Business Scorecard effective and efficient Ellen Foley Employee Transition Plan executives Figure Financial focus Forum Identify impact Implement improve Infrastructure Insourcing Alliance INSTALLING RUNNING PLANNING Instructor interview Kaiser Permanente Key Steps Leadership and Management Learning Investment line managers measurement Mellon ment Moore’s NatWest ness Organizational Communication outsourcing participants percent Planning phase Relationship Management reports Running Training says Seraji skills strategy streams T&D organization Texas Instruments there’s tion tomers traditional training function training enterprise training investment Training Magazine training organization training that runs training’s transformation transition project unmistakable value we’ll we’re what’s Windows 98 you’ll you’re you’ve