You are previewing Complete Training.
O'Reilly logo
Complete Training

Book Description

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 eminence 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.

Table of Contents

  1. Cover page
  2. Praise for complete training
  3. Title page
  4. Imprint
  5. Dedication
  6. Table of contents
  7. Acknowledgements
  8. Introduction
  9. 01. Employee life cycles
    1. The new recruit
    2. The new manager
    3. The leader
    4. The specialist
    5. The retiree
  10. 02. Complete Training tools: the starting point
    1. Training needs analysis or TNA
    2. Shared learning outcomes: getting better at the things which matter
    3. Knowledge, skills and behaviours
    4. Self-directed learning or pre-workshop activities
    5. Life cycle tips
  11. 03 Complete Training tools: workshops
    1. The real costs of the training room
    2. Developing skills
    3. Efficiency and effectiveness
    4. Presenting
    5. Engagement and the A-ha! moment
    6. Planning, planning and planning again
    7. The process of unlearning
    8. Life cycle tips
  12. 04 Complete Training tools: follow-up activities and on-the-job/informal learning
    1. Back to work: the line manager’s role
    2. Coaching and mentoring
    3. Back to work: doing something different
    4. Life cycle tips
  13. 05 Can all the tools work together?
    1. Technology-based blended learning
    2. 70:20:10 – the much abused new orthodoxy
    3. An experiential learning model
    4. The curse of learning styles
    5. Reflection – the lost art?
    6. The line manager is key – again!
    7. Life cycle tips
  14. 06 Technology: what works and what doesn’t
    1. The most common and most abused technology – PowerPoint
    2. E-learning – does it have to be so dull?
    3. Web 2.0: the hope and the hype
    4. A new set of skills for new opportunities
    5. Life cycle tips
  15. 07 Knowledge management and performance management: mutually exclusive?
    1. High performance teams
    2. Achieve at all costs?
    3. Building organizational memory
    4. Situated learning and the corporate intranet
    5. Quality circles and role models
    6. The Knower’s Arc
    7. Towards wisdom management
    8. Life cycle tips
  16. 08 What gets measured gets done
    1. Return on investment: quality vs cost saving
    2. Measuring impact – control groups
    3. Credit where it’s due – but where’s that?
    4. Supporting the strategy
    5. The performance director
    6. Life cycle tips
  17. 09 Growing your own talent and succession planning
    1. The role of higher education
    2. Selecting the best
    3. Grow your own
    4. Manage the talent you already have
    5. Beyond the greasy pole – the skills needed for the future
    6. Externships
    7. Collaboration and sharing – development which drives the organizational memory
    8. Life cycle tips
  18. 10 The strategy checklist
  19. Notes and references
  20. Index
  21. Full imprint